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Management 2.0 : quel rôle pour le management de proximité dans les organisations collaboratives
Ce sujet n'est pas neutre, ces managers vont être les principaux relais dans la mise en place de communautés ou de plateforme collaborative dans votre organisation. Les avoir contre vous, c'est la garantie de l'échec de votre projet. Maintenant, il ne faut pas se leurrer, dans une organisation collaborative, le rôle traditionnel de ce management va évoluer, il ne peut pas demeurer le même. Comme le disait Peter Drucker : "90% de ce que nous nommons le management consiste à compliquer le travail des collaborateurs. Dans un nouveau monde de management, je vois l'employé gérer sa charge de travail et demander un soutien à un coach quand il en a besoin". Ce n'est pas sans rappeler le fonctionnement d'une entreprise collaborative.
more fromblog.m2ie.fr
Death of the middle managers: thinking of Enterprise 2.0 and Corporate Culture Change
They were not responsible for giving reports work to do. Instead a resource pool operated with resourcing managers identifying staff with the right skills mix to quickly staff-up and tear down projects. Consultants had to proactively go about managing their career, promoting themselves and finding their next job.
This, I believe will become the new model of the corporation in a Web 2.0 world. And the fact of the matter is this model exists today in many consulting firms.
more fromfredzimny.wordpress.com
What kills startups
Most closures, however -- even those that do not end in bankruptcy -- are the result of unforeseen circumstances. It seems that Murphy's Law affects entrepreneurs disproportionately. Often, these disasters could have been avoided if company management had paid more heed to the principles of risk management.
more fromvcexperts.com
TOYOTA WAY: 14 PRINCIPLES
The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.
more fromow.ly
4 idées pour booster l’entreprise 2.0… pour de vrai !
En complément de cette vidéo qui est longue mais très intéressante, voici 4 idées qui résument mes positions :
Idée 1 : Le Web 2.0 est relié au comportemental et non au financier
Idée 2 : L’art du management paradoxal
Idée 3 : Le Web 2.0 pour vendre et recruter, pour développer sa notoriété et gérer sa réputation
Idée 4 : Dissoudre un individu dans le collectif nuit gravement… au collectif !
Voici le détail de ces idées :
more fromwww.blog.axiopole.info
Management By Listening Around
Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.
more fromwww.thecontenteconomy.com
Key success factor for Enterprise 2.0: Finding new roles for middle management
And just like how social media and other Web 2.0 technologies have enabled Lance Armstrong to bypass the middle management (e.g. PR firms, talent management agencies, news makers) that has stood between him and the general public, Enterprise 2.0 technologies enable people who are doing the “real” work within organizations to bypass their middle management and connect and collaborate with each other directly as well as update and engage upper management directly. By cutting out middle management, the savings are not only in the salaries of those individuals but also in the time and energy expended by their subordinates and upper management to interact with them. Yes, middle management is the tangible overhead in many organizations that Enterprise 2.0 can eliminate!
more fromcommunityzenmaster.com
The Return of the Non-Virtual Organization
I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.
more fromblogs.harvardbusiness.org
Un management « cruel envers les faibles »
Le géant du cosmétique se distingue par son modèle de management, dit par la « saine inquiétude », et considéré comme exemplaire dans le monde de l’entreprise. Mis en place par M. Lindsay Owen-Jones, qui a dirigé le groupe pendant près de vingt ans, il repose sur l’informel, sur la culture orale, et sur l’esprit de compétition, tant en interne qu’en externe. Quelques anciens salariés ont bien voulu nous raconter leur expérience.
more fromwww.monde-diplomatique.fr
Unmanaging knowledge
Are you a fully engaged knowledge worker? If the answer is “No,” then the boss needs to know why knowledge workers can’t be managed in the traditional sense.
Here’s the message you need to convey to your employer.
The need for change to modern management is firmly grounded in our increasing insights regarding the power of “emergent” human behavior.
more fromwww.smartpeoplemagazine.com
What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
more fromwww.relationship-economy.com
« Les indicateurs de performance ont des effets pervers parfois coûteux pour l’entreprise »
Maya Beauvallet, économiste et maitre de conférences à Telecom Paris-tech, démontre exemple à l’appui, comment la multiplication des indicateurs de performance et des dispositifs d’incitation peut aboutir à la démotivation. Explications.
more fromwww.capital.fr
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
more fromsocialcomputingjournal.com
The Effects of Performance Pressure on Teams' Knowledge Use and Performance
With so many experts on a team, why does the result sometimes prove disappointing? New research by HBS professor Heidi K. Gardner probes the social dynamics of teamwork in knowledge-intensive settings, such as professional service firms, and the accompanying pressure to perform at the highest caliber. Her findings suggest that teams may yield right-of-way to colleagues with higher authority and thus miss out on the potential contributions of lower-status team members who know more about the client's needs.
more fromhbswk.hbs.edu
HR 2.0 strategy
Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).
more fromstrategic-hcm.blogspot.com
L'entreprise du 21ème siècle : innovante et globale
Voici une belle présentation Jean-Yves Huwart, concernant les principales différences entre les organisations du 20ème et du 21ème siècle. Elle explique pourquoi innovation et collaboration en deviennent le coeur stratégique.
more fromwww.tecoman.info
Un manager devrait être là pour aider ses employés à innover
Comme un air de déjà vécu ?… Ce type d’organisation et de culture d’entreprise, si commune, finalement, étouffe pourtant toute tentative d’innovation qui n’est pas décidée au sommet. Autrement dit, elle tue à peu près toute innovation. Tout court. Les porteurs d’idées sont découragés. Leur créativité est mise sous cloche. Ils doivent attendre cinq, dix, quinze, vingt ans, le temps de monter dans la pyramide, avant de commencer à être écouté.
more fromwww.entrepriseglobale.biz
Let's Professionalize Management
Management practice could be enhanced--and the odds of another systematic business failure could be reduced--if it were taught and treated as a true professional discipline, like medicine or law. As other professions, management can be seen as the diligent application of specialized knowledge for the resolution of complex problems of great social consequence--namely, the organization of people and resources for the production of goods and services that bring about societal prosperity. The idea is not new--it may be as old as business schools--but it has so far fallen by the wayside.
more fromblogs.harvardbusiness.org
Dear Enterprise 2.0,
You seem to have nailed the technical aspects down but you’re missing or ignoring the most important aspects of this change. My business imperatives are simple: globalization, information management, innovation, speed, ROI, cost transformation, and survival. So when you come to my leader’s office, please be prepared to answer a few questions:
* How can I integrate these tools within my environment and address my imperatives?
* What do I need to do for my people? Training? Education? Transformation?
* What services can be added to the tools to serve my business needs?
* What solutions can you bring to table to have an immediate impact to my productivity?
* How do I convince my business managers to replace their current processes with you?
* How can I measure success and how will I know that I am heading down the right path?
* What patterns, templates, and success stories do you have to show me?
I have an enterprise full of people that claim to understand Web 2.0. What I need from you is the implication of 2.0 to my business model. My door is wide open and I am waiting for you,
more fromwww.rtodd.com
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Bertrand Duperrin's Related Tags
organization (60)- enterprise2.0 (50)
- innovation (39)
- management2.0 (30)
- web2.0 (30)
- collaboration (28)
- humanresources (23)
- strategy (21)
- generationy (19)
- business (18)
- culture (16)
- socialnetworks (16)
- leadership (14)
- collaborativetools (14)
- performance (14)
- change (13)
- intranet (12)
- productivity (12)
- communities (12)
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