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"The new year is here and businesses everywhere are in the process of developing, refining or finalizing their strategies for 2012. That said, how many organizations are taking a close, in-depth look at their culture as a basis for driving strategy?"

culture networks strategy hierarchy organizationalcharts

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

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"It has become accepted wisdom that weak ties — your acquaintances, distant colleagues — can provide more novel information than close ties. But new research by Marshall Van Alstyne, associate professor at Boston University and a visiting professor at MIT, suggests that in some cases strong ties are better."

strongties weakties ties networks knowledgemanagement communication sap casestudies problemsolving informationoverload

Most writing (and oral presentations) on networked business today is about social networks – the interconnections and relationships between individuals within an organization and its various external constituents (e.g. suppliers, partners, customers). We read and hear much about ‘loose ties’ – weak relationships that form (and often dissolve) rapidly around a specific opportunity or problem. Many of us now understand the value of crowdsourcing – the act of reaching out to a large, usually meshed network to solicit members’ ideas that may help us solve a problem or address an opportunity.

innovation coordination coordinatednetworks networks

"The concept of waste has lately been transferred from manufacturing to other practices such as product development. According to lean principles, when a development project is started, the goal is to complete it as rapidly as possible. In a sense, ongoing development projects are just like inventory sitting around in a factory. Design and prototypes are only valuable when (paying) customers are involved."

LEAN waste processes customer customerinvolvement communication networks agility agilebusiness unpredictability conversations dynamicprocesses dynamicbusiness

"With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter's people, processes, and anticipated profits. These technologies were making the world's biggest consumer products firm quicker, nimbler, and more responsive."

procter&gamble management middlemanagement micromanagement enterprise2.0 socialbusiness hierarchy casestudies networks

"Almost all companies organize people in a hierarchy, and then run well known managerial processes (planning, budgeting, staffing, measuring, etc) with it. We have all seen so many hierarchical org charts — sprawling boxes of letters and arrows arranged in inverted pyramids — and have been through so many budget, planning, and problem solving meetings, that we take all of this as a given, as if it had existed forever. In fact, it hasn't. "

hierarchy organization networks management

"Companies often achieve great success with a value network business model, or internal collaborative value networks, only to have that advantage erode over time. Why is that? In our experience, an organization that has not truly mastered Value Network Analysis as a basic competency finds it increasingly difficult to hold the line against the more familiar and traditional bureaucratic models of organization"

valuenetworks collaboration value networks maturitymodel

"This morning I am presenting to the Council of Chief Privacy Officers in Montreal. My subject is social media in the enterprise and particularly why they are good for business. The presentation includes examples and links to social media policies."

socialmedia privacy hierachy networks knowledge conversation knowledgesharing work social learning collaboration leadership policies governance

"Trust makes networks work. When trust is high among members of a network, there’s a wonderful cohesiveness and capacity to get work done. When trust is low and relationships are plagued by suspicion, networks collapse into brittle organizational structures that rarely offset their operational costs in real world outcomes."

networks socialnetworks trust relationship respect autonomy

learning communitiesofpractices personallearning networks teams

"At least some of the common misunderstandings and friction is a result of language we use. Different backgrounds and experiences lead to a situation where mutual comprehension is not easy. Other challenges are – no news here – results of silo-liked work environments, communication and collaboration gaps, and also some kind of idea “inbreeding”.

All these factors complicate the work of management, business operations, and strategy work. More precisely, complicating the way management is use to manage and lead."

customervalue valuecreation socialbusiness people processes tools management leadership socialmedia networks learning sociallearning gamification gaming

"Nicolas Moinet, Directeur du Master Intelligence Economique et Communication Stratégique de l’ICOMTEC, présente dans un article du Monde sa vision du management "à la française", et revient sur le bouleversement introduit par les technologies de l'information et de la communication dans la gestion des entreprises.

"Le management "à la française" est encore trop marqué par sa vision taylorienne du travail et il doit accepter les grandes ruptures induites par les technologies de l'information et de la communication."

management socialnetworks networks culture intangible

"Culture is critical to any organization’s effectiveness. But more often that we’d like to admit, top management’s conception of culture is rarely aligned with the true underlying subcultures reigning in the organization. Sometimes, groups within the same unit can unconsciously do their best to negate their peers’ hard work. But how do we identify such misalignments?"

culture alignment ONA networks collaboration

"Transforming business to a networked environment is mostly about changing business culture to become more social and connected but it doesn't mean that specific tools aren't needed to support that transformation. Two things come together to create great change, technology and culture. The social web is a driving force that is empowering people to change business culture and forcing people back to the center of activity in the enterprise."

networks socialnetworks business socialization socializedenterprisesoftware enterprisesocialsoftware software scrm context IT communities socialnetworking socialmedia

"Is your organization a process (several operational steps to get things done) or a network (smart knowledge workers connecting to get things done)? Or is it both?"

process organzation networks ERP alignment communities knowledgeworkers

"The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation. "

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"The Internet is ultimately about sharing knowledge, making connections and collaborating to put knowledge to work. This makes it the platform for much of what your organization will do in coming years. But the Internet is the exception to the rule as networks go. Most networks are smaller, with limited size and, usually, a specific purpose. Every organization today is itself a network that is made up of many smaller networks. This means that, without a doubt, you need to understand networks. "

networks internet organization processes humancapital relationshipcapital structuralcapital

"Otherwise, bear with me here. I want to re-consider a really important assumption about one way that flatter organizations with internal network structures are better. (I’m thinking about the organizations advocated by folks bringing social media inside organizations, mostly proponents of Enterprise 2.0 and social business.)
Flatter, more networked organizational structures do not significantly reduce power inequalities among employees or across domains within a firm."

organization networks egalitarism democracy decisionmaking

"Business Partner Optimization is a re-thinking of the external non-customer relationships that your organization requires to get business done."

businesspartners partnership partnershipeconomy collaboration businessnetworks networks socialbusinessdesign socialbusiness socialbusinessstratregy