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""Social is running out of hours. Social is also running out of people," concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don't have any extra time for social networking, and it's a saturated market. "
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regarding saturation, Forrester found that 86 percent of people have adopted social networking services. In Canada, it's 88 percent, and in Poland, 95 percent. Urban areas of China are at 97 percen
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The next wave of social services will be "more efficient and more time-saving," he said.
"Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections)."
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nous avons cherché à définir leurs attentes. La connexion, le collaboratif, l'accélération des prises de décision et l'expression de soi ont émergé comme priorités.
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Aujourd'hui, près de 30.000 personnes s'y sont connectées, et il compte plus de 10.000 utilisateurs réguliers et 250 communautés actives. »
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6. Les " peer bonus ". Encore du pouvoir pour des pairs. Ils récompensent l'effort particulier d'un collègue - souvent sur les projets transversaux - en lui attribuant une somme d'argent " symbolique " (100 $).
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9. Des bols d'air. Le programme maison de rotations, mensuelle, trimestrielle ou annuelle à l'international permet de sortir de sa bulle. Et chaque métier- commercial-marketing, RH, ingénieur- a le sien.
Les collaborateurs occupent alors des missions temporaires de 1, 3 ou 12 mois dans l'un des 30 pays, grand ou petit, où Google est implanté.
"Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l'individu."
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1. Un recrutement partagé et diversifié. Ni le manager, ni le recruteur ne choisissent seuls. Au moins un collaborateur, issu d'un autre service, mène un entretien individuel avec le postulant.
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La priorité sera donnée à ceux qui ont prouvé une capacité à fonctionner en réseau, " en capillarité " avec les autres tout en gardant une certaine humilité. Les candidats doivent en outre être capables de s'engager sur " des missions qui les dépassent " et de de partager leur expertise.
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"Travailler n’importe quand, n’importe où, pour une meilleure gestion du temps et un plus grand équilibre entre vie professionnelle et vie privée ? C’est le pari du « New World of Work », un modèle qui bouleverse l'équilibre des relations au travail. Et qui annonce le job 2.0 : ultra-flexible, sans bureau, dans une entreprise collaborative."
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Six ans plus tard, Getronics donne l'exemple. « Grâce à des outils collaboratifs, nous avons largement développé la flexibilité », explique Yvon Fischer. Une flexibilité du poste de travail permettant aux populations nomades, comme aux mères de famille, de travailler à distance.
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« Cette nouvelle organisation du travail repose notamment sur la confiance et la responsabilité. Avec comme challenge, une réduction des coûts et une augmentation de la performance. »
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"The modern business enterprise is easily defined. It has two particular characteristics: it contains many separate operating units and a hierarchy of executives. As a social innovation the modern enterprise was born when the volume of economic activities reached a level that made administrative coordination more efficient and more lucrative than market coordination.
Before the rise of the modern firm, the activities of small, often personally owned enterprises were enabled and constrained by market and price mechanisms."
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The important innovation of the modern firm was to “internalize” activities by bringing many discrete components under one roof and under a system of coordination
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The big idea behind industrial management was to purchase or set up units that were fit enough to operate as independent entities, but instead integrate them into one system.
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"Parallels with todays corporation? The neo-limbic looks like the corporate culture and the processes, whether they are explicit or implicit. The PFC looks like the collaborative and collective potential – when there’s a whole world of talents and knowledge to mine and the power of connections to leverage. The former runs our organizations, the latter may have hints for innovating and solving pervasive issues – though not fully sure how to use it, not sure where it will lead."
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Back to our comparison, a conjecture would be that the enterprise has to get ready to welcome what may come from collaboration initiatives, and get the most of it. That is, without planning ahead what the result should be, or how it should work. Just wait and see. And, it has to feed it with real and serious problems.
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? Probably one very important ingredient is a culture of change. Because whatever situation you address, there will always be a new and more complex one coming. The power of connected people needs to be tapped, but not tamed: new forms of collaboration, new forms of collective intelligence have to be fed with new issues.
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"In my previous post, Why a Networking Culture Is Important, I argued that a strong innovation culture requires a strong networking culture. But what does a good networking culture looks like?
It is such a new concept that there are not lot of examples available to illustrate it, but here are some key components of a good networking culture:"
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Top executives and innovation leaders have outlined clear strategic reasons why employees need to develop and nurture internal and external relationships.
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mong the things to consider when developing your networking culture strategy is what types of networks you hope to build to support your innovation efforts.
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"Many people turn to networking when they're looking for a job, but the best time to build your network is before you need something; and the best time to keep that network strong is always. But what is the best way to do that? Simply collecting business cards and attending events may expand your number of contacts, but does not increase the likelihood that those contacts will benefit you in the future. To reap the benefits of networking when you need them, you must know how to make your network work for you, and how you can work for your network. "
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- Be genuine to gain credibility and keep long-term relations
- Feed the network (via Twitter, Facebook, emails, etc.) to pass on useful information and show you are engaged
- Offer to help using humor and tact
- Focus on getting something from a new contact immediately
- Hide behind technology and avoid face-to-face networking
- Forget to read your audience and provide a personal approach
Principles to Remember
Do:
"The five attributes the authors identified as relevant for innovation are: associating (making connections across unrelated ideas or problems), questioning (especially focused on "what if" or "why not"), observation (especially observing behavior), experimentation (new experiences or exploration) and networking (especially with people from different industries or perspectives). Let's assume these factors are correct - from my experience they appear to be. Then, let's compare to what happens in many firms today."
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The point here is that most organizations actively work against many of the attributes that would define good innovators.
So, if you are seeking to build an innovation team, or hire people with a greater proclivity for innovation, perhaps you should ask the following questions:
We explore the networking practices and social tools that are currently being adopted by individuals and firms, and provide practical guidance to those looking to get started with an online social networking strategy, including:
La crise offre la possibilité d'apporter, plus que jamais, votre aide à ceux qui risquent de subir ses effets de plein fouet. Le Réseau va sans doute avoir besoin de vous. Soyez présent car ce dernier n'oublie pas et il se souviendra de ce que vous avez fait pour lui.
There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.
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However, "idea brokers are rarely able by themselves to mobilize the organizational support and resources necessary for execution."
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For implementation, a different sort of person is needed — someone with deep cross-divisional relationships. Such deep relations "enable the exchange of fine-grained and tacit information, help actors navigate the unfamiliar terrain of partner divisions, and allow cohesiveness to build within the network, increasing trust and reducing intergroup rivalry."
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Here’s an interesting new take from Oracle CRM, launched today: build social networking into the applications enterprises already use.
Enterprise 2.0 is more about culture and people than technology
Les nouveaux alchimistes, au XXI e siècle, ne tenteront pas de fabriquer de l'or, mais des dialogues….qui valent de l'or, pour la société. »
L'entreprise doit changer sa manière de penser pour comprendre paradigme des médias sociaux et de leurs utilisateurs
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