Bertrand Duperrin's Library tagged operations → View Popular, Search in Google

May

2012

Moving from tactical social media experiments to social business transformation

"The elephant in the social media room at the moment is that most corporate social media initiatives to date have been tactical experiments. Of those, few have generated meaningful business results. Sure, people have built up Facebook Fans and Twitter followers or they have launched the odd viral video on YouTube. They have claimed these as a success, but in reality these metrics should never be the end goal. "

thecustomerevolution.blogspot.fr/...rom-tactical-social-media.html

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socialmedia socialbusiness transformation businessmodel culture mindset technology operations businessoperatingmodel

A relatively small number of companies have pushed things further and achieved real, transformational results
Most large enterprise clients I meet acknowledge that the age of social media experimentation is now coming to an end. They want practical advice as to how to move from social media experimentation to social business transformation.
4 more annotation(s)...
- Business model – the ability to digitize products and distribute them at mass scale or to a micro niche (both enabled by social networks) can radically challenge an existing business model.
- Culture & mindset – one thing that is clear from the failure of many social media experience is that applying an inside-out mindset to social can backfire spectacularly.
- Technology – The pace of change within social technology is so fast that it places huge pressure on the traditional IT operating model.
- Business Operating Model – perhaps the toughest and most under-appreciated challenge of social is to the business-operating model. They way people are incentivized, reporting lines, business objectives, ways of working can be placed under intense pressure by social.

Mar

2012

Steer Clear of Organizational Leadership Turbulence

"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

socialenterprisetoday.com/...zational-Leadership-Turbulence

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organization employees leadership onboarding culture behaviors learning operations engagement audience transformation change competencies

New employees enter into an organization with two things in mind. First, they want to perform well in the eyes
of those who have made the hire in the first place.
Second, the new employee yearns to do well for himself. He also has made a decision, in this case accepting the job offer. It’s important for this new employee to do well in his own eyes. No one wants a sketchy past of poor career decision
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- Simply put, new employees will conform to the situation that presents itself in the tribe to impress their manager and fellow employees at the risk of their own personal beliefs and career needs.
- They don’t want to become part of a company where there are rules that are not applied consistently to all. New employees don’t want to be locked in a cubicle only to have human contact at the annual performance review. And new employees certainly don’t want to be voiceless, bullied by other employees (or particularly management), or lacking input on anything that might move the business forward.
- All too often, organizations are missing the point of leadership, and new employees are forced to conform to an overly hierarchical and closed paradigm that ensures they are “formatted to fit the screen.”
- Therefore, the question for many organizations is not how to prevent turbulence, but rather why they haven’t instilled a systemic and enterprise-wide leadership framework that unites the employee base and is used to address the turbulence itself.
- ou may want to take into account existing HR competencies. The term competency itself, however, seems to have been devised during the era when smoking was still allowed on airplanes, so you might want to explore vernacular options. Examine whether you need to develop updated or new behaviors, attributes, or disciplines for the leadership framework.
- Consider how learning fits into your leadership framework. Are you still stuck on the classic “spray and pray” classroom-only model, or do you recognize that learning is continuous, connected, and pervasive? Learning can be part formal, part informal, and part social, but it also could be argued that leadership is part formal, part informal, and part social as well.
- The leadership framework must take into account an operational methodology that sets the stage for employee input and engagement before activity or execution commences.
- Growth of an organization cannot occur solely via the ideas of a select few. The leadership framework of any organization must take into account the expressions of interest, the inventions of tomorrow, and the imagination of all members of the tribe.
- Have you thought of your partners? What about your customers? Do you possess a philanthropic arm in your organization, and if so, should your community become a target stakeholder in your leadership framework as well? By including the target audience for each phase or level of the leadership framework, context is being provided for employees as they wade through the concourse level of the departures lounge.
- A leadership framework that helps upgrade an organization’s level of collaboration, by redefining the situation and instilling new language and behaviors, is a ticket all tribes should be purchasing. It’s a ticket to debunk the status quo.

Feb

2012

Focus HR on Process Improvement

"To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. As Randy MacDonald, senior vice president of HR at IBM, told me, "It's important for HR to decide what is core and non-core. Administrative responsibilities such as getting paychecks out on time are not core. In HR, we need to focus on what is important.""

blogs.hbr.org/..._hr_on_process_improvemen.html

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hr process operations improvement value processimprovement administration organizationaldevelopment

To get the "people" part of process improvement right, HR needs employees who can go toe-to-toe discussing operational changes with line managers. HR professionals need credibility to challenge line managers on whether they are improving the attitudes and skills of their people at the same time they're redesigning their jobs.
Managers of HR administrative services such as payroll and benefits need to focus on running a consistent, reliable operation at low cost. To do this, they need standard, simple, automated procedures.
4 more annotation(s)...
- In response to my post on why HR doesn't typically lead change, many people suggested separating the compliance, transactional, and administrative roles of HR (e.g., in a group called "Personnel") from the more strategic improvement responsibilities (e.g., in a group called "Talent Development and Performance/Innovation/Productivity Improvement")
- Unlike the "Personnel" people who run a tight operation, these "Organizational Development" people should be change agents with a bias for operational innovation
- Of course, like other corporate functions, HR needs to continue to do a good job at core administrative functions, and line managers won't accept offers of more value-added services if those basics aren't covered
- But HR will continue to miss opportunities to deliver value if its leaders won't take some risks and drive the people side of operational change.

Dec

2011

Using Social Networks to Improve Operations

"A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too."

blogs.hbr.org/..._social_networks_to_impro.html

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customer customerexperience CEM advocacy customerservice socialcrm operations advertising retail

Finding customer advocates isn't the only goal. Unhappy customers need to be channeled through a "customer rescue" process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.
The advocate process is proving far more powerful than regular social network advertising. T
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- Beyond simple word of mouth advertising, poor-performing outlets get suggestions for improvement, which they use to guide better operational performance.

Mar

2011

Social Business Maturity Changes How You ______

www.slideshare.net/...iness-maturity-changes-how-you

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socialbusiness enterprise2.0 customervalue operations operatingefficiency operatingexcellence culture valuecreation maturity

Mar

2011

Impact des médias sociaux dans l’entreprise : un problème bien différent de la simple publicité

"Quand on pense médias sociaux ou réseaux sociaux, ce qui vient en tête en premier est l’opportunité pour l’entreprise de pouvoir être plus visible auprès de potentiels consommateurs. Mais derrière cette opportunité réelle se cache des enjeux bien plus importants pour l’entreprise, et s’ils ne sont pas résolus en amont des opérations sur ce canal coûtent très cher, aussi bien en terme de projets qui n’ont pas les performances attendues qu’en terme de notoriété et d’image de marque de l’entreprise. L’arbre qui cache la forêt en clair."

www.weqli.com/...fferent-de-la-simple-publicite

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socialmedia performance operations informationbroadcasting competences strategy

La performance globale de l’entreprise ne subit pas une croissance exponentielle grâce aux opérations sur les médias sociaux et la réponse à ce constat pour les grandes entreprises réside dans le fait que l’entreprise n’est pas prête à faire levier sur ce nouveau canal d’échange d’informations
Une des problématiques majeures des entreprises sur les médias sociaux n’est pas de capter des fans ou d’avoir une bonne visibilité sur les différents supports qui composent les médias sociaux. C’est de pouvoir diffuser les informations de la manière attendue par les utilisateurs de ce canal de communication : personnalisée, avec une fréquence forte, avec des contenus toujours nouveaux et originaux
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- les marques doivent être en position d’écouter les revendications des clients ou prospects et de les intégrer dans leurs réflexions pour les produits ou services à venir, et le plus vite possible.
- les circuits de remontée d’informations de ce type ne sont pas adaptés. Elles qui ont l’habitude de faire appel aux consommateurs sur des cycles longs pour créer leurs nouveaux produits et services, elles sont mises sous pression très régulièrement et pointées du doigt lorsqu’elles font des erreurs.
- Collaborateurs qui n’ont généralement pas eu l’occasion de développer des compétences en adéquation avec les nouveaux modes de communication web mais qui doivent gérer des projets nouveaux avec des outils nouveaux sans avoir obtenus de formation spécifique ni d’outils de gestion adaptés.
- il dépasse le simple cadre de la communication externe pour intégrer les niveaux de création de produits, les procédures de gestion de projets internes et externes, la gestion des ressources humaines

Feb

2011

Lotusphere 2011: Social Business Here Comes IBM

"What that means for IBM in 2011 is that this year they’ve decided to fully embrace social business - and to not only eat their own dogfood but to breed their own dogs. That’s the level of their commitment. (BTW, IBMer Jen Okimoto, whose tweets are her own saw me tweet this and returned a nicer image -”Prefer to think of it as we drink our own wine, and we’re creating/mentoring our own vintners and wine lovers.” You’re all welcome to invent your own imagery here. Heh. Heh.). Their level of commitment is astounding and potentially game changing.

Why?

Because a $100 billion company is driving all their resources into transforming their company into a social business. They aren’t just selling it, they’re doing it and evangelizing it and marshalling whatever they have to so that it will be globally hugged.

"

www.zdnet.com/...2762

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IBM enterprise2.0 socialbusiness enterprisesocialsoftware software vendors socialcrm humanresources operations ls11 lotusphere2011 jam innovation innovationjam sales marketing communication

What were the results? They had nearly 160,000 people from 104 countries and 67 companies generate an initial idea pool of 46,000 ideas. They narrowed it down, had a smaller jam to discuss the ideas that they came up with and then chose 10 of them which IBM invested that $100 million in. But, then again, that’s not nearly as monumental as their complete embrace of social business as a company.
He said, “consumers have unprecedented power over your brand. Social businesses embrace this.”
22 more annotation(s)...
- hey have to cede control of the business ecosystem to the customer.
- . For example, its not just having the wikis up and running for collaboration around a project, but also having the activity streams that can be responded to in real time or nearly so; having the intellectual property exposed so that project success can be enhanced - rather than having it the property of a virtual lockbox; having the social and HR profiles interconnected so that not only can you find the right resources at the right time, but will also know who in the chain of command that likely still exists - social business or not, an SVP will still be an SVP - can free up that resource for the project; getting the legal department’s acquiescence to the collaboration within and potentially, outside, the company
- What it really can be is an ecosystem in motion with an enormous range of possible results related to innovation and ideation among many others. In this case, however, IBM prefers to see it as an improvement in operational efficiencies. Which, among other things, it is.
- Social business has a cultural impact, and impact on morale; an effect not as much on how people generally interact, but more specifically, on how they work. It also brings the outside world into the space behind the firewall to the extent that the company becoming a social business empowers its employees to be part of their corporate business efforts
- The way that IBM is handling its transformation internally is through a program that they call Social Business - one that is designed to bring every one of IBM’s 400,000 employees up to speed on the use of social tools and with some form of empowerment depending on what they do. They expect that in 2011, about 50,000 of those will be where they need to be for IBM to truly continue its transformation.
- Finally, how IBM was able to provide a semi-accurate depiction (not definition) of Social CRM and still remain in the dark about Social CRM - despite their recognition of the market, the idea and the customers responsible for creating the need for social business.
- But there is also a major difference between a sales driven culture and a customer centric one - one which goes to the core of why sales has been the bastard child of Social CRM, even though it drove traditional CRM
- So sales efforts are based on the most effective way to close that deal. What THAT means is that the optimal “social” activity for a sales person is to draw on the collective intelligence of his fellow employees to help him figure out what needs to be done to close the deal.
- I have to presume that this is why sales isn’t listed as a part of the entry point that marketing and customer service are - because IBM is defining them as the customer-facing components of Social Business - though I have to say, since IBM is so focused on collaboration as the core of Social Business, its actually somewhat inconsistent that it doesn’t appear as one of the entry point pillars anywhere.
- Mike Rhodin identified customer service and marketing as one of the 3 most important “entry points” for social business. What that means is that these customer-facing activities are where the impact of social business can be the greatest because of how they are structured.
- IBM emphasized its focus on this core concept - trust is foundation for the types of relationships that you build with customers and social business is the means you have to engage those customers and build that trusted relationship through the new forms of communication available for their and your use
- The problem that consistently cropped up in their vision, their messaging and their offerings is that despite putting this what was apparently an accidental SCRM message out there as one of the social business entry points, the IBM powers-that-be really don’t have much of a sense of what Social CRM is or how it integrates with social business or what tools comprise the technology or solution to enable or implement i
- The likely reason for that is not only are they trying to sculpt a new 1IBM corporate culture, but also a way of selling social business as an enterprise vendor, so they are trying to define a “Social CRM solution” on the sales side. That’s pretty much the way that everyone who spoke with me about it talked about it - what social CRM solution will they provide to the public was the way that I heard it from nearly everyone.
- However, the game changes for IBM with their SugarCRM partnership, which is, beyond their late 90s early 2000s Siebel practice, the first “pure” CRM play that IBM is making. IBM senior management is well aware that a crucial component of social business - whether transforming the company or selling it, is Social CRM - an unavoidable component of a social business strategy and certainly a must have to a social business offering.
- The reasons? From the standpoint of IBM (since, to be fair, this is about IBM primarily), they are not incorporating a CRM application but a flexible CRM platform. They are partnering with a company that does understand Social CRM and has, in its recent releases (particularly 6.1) incorporated social elements that allow developers to create social functions and users to use social channels. They are also partnering with a company that has a hankering to go upstream and is starting to see more and more enterprise level business in their pipeline - something not the case in the past.
- One BIG cautionary note though. When presented on the stage at Lotusphere, the calendaring and scheduling aspects related to SugarCRM were presented as if this was the package that SugarCRM was providing. That is a SEVERELY limiting message and the wrong one to send to the public and even to the rather techno-focused Lotus Notes crowd. Don’t start by making SugarCRM out to be an addin to create a more robust Lotus Organizer-like PIM application - which is exactly how it came across.
- In order to truly understand what is most important here, its not that IBM is turning Lotus from a development platform to a collaboration development platform to a social business vendor. You HAVE to get out of that head. This is IBM as a Fortune 500 company making a transformation from a traditional business to a social business - and with that goes all the difficulties of a company that made roughly $100 billion in revenue on its 100th birthday (hope I can do that on my 100th) attempting to make this change will engender.
- IBM’s messaging justifies their move in technological terms with three Is:
  
  Instrumented: Smartphone shipments will outpace PCs by 2012.
  Interconnected: Social networking now accounts for 22% of all online time.
  Intelligent: The age of the zettabyte is upon us.
- That’s why IBM is reorganizing their business units, changing their corporate culture, empowering all their employees through the internal Social Business program, reorganizing some of their compensation schemas so that they fit the metrics, benchmarks, KPIs that meet the grade for a social business and evangelizing this approach at every opportunity to their employees, partners, suppliers, vendors, customers and the general public. Its why they are changing their messaging and verbal/physical cues to something more closely aligned to their Smarter Planet initiatives
- They need to make sure that the technology offerings - solution offerings for Social Business including Social CRM appear before 2011 is over
- Regardless of the holes, the raw spots, and the occasional skewed message, this is not only a commendable undertaking but an earth-shaking, ceiling-shattering one. IBM is doing something unprecedented for a business here.
- While their competitors are not making the cultural transformation that IBM is nor do they think as long term, they still are building competitive products, services and tools. They too, understand that the world is dramatically changed. They’re moving fast so IBM is in the position of a company that sees long, and has to move fast while its in the midst of a massive, dramatic and important transformation.

Feb

2011

IBM - Global CEO Study 2010

www.scribd.com/...IBM-Global-CEO-Study-2010

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strategy CEO leadership report study creativeleadership customerrelationship operatingdexterity operations complexity customers

Sep

2010

The Collaborative Organization: How to Make Employee Networks Really Work

"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. "

sloanreview.mit.edu/...-employee-networks-really-work

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networks socialnetworks costs costreduction efficiency innovation operations collaboration connectivity performance engagement report stakeholders alignment networkanalysis socialnetworkanalysis

CIOs often try to address these challenges by relying on the same managerial tools they use to pursue operational excellence: establishing well-defined roles, best practice processes and formal accountability structures.
The key to delivering both operational excellence and innovation is having networks of informal collaboration. Within IT organizations in large global companies, we have seen that innovative solutions often emerge unexpectedly through informal and unplanned interactions between individuals who see problems from different perspectives.
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- Executives should analyze employee collaboration networks to discover how high-performing individuals and teams connect.
  Networks should be designed to optimize the flow of good ideas across function, distance and technical specialty.
  Network analysis can show where too much connectivity slows decision making.
- Attain benefits of scale through effective global collaboration: Organizations can construct teams to leverage diverse expertise and drive adoption of new ideas across geographies. By carefully studying collaboration challenges across functions and geographies, they can identify gaps and enhance connectivity and best practice transfer in targeted ways.
- Drive work force engagement and performance: Uncovering the network characteristics of high performers can show employees who play similar roles how to improve their own performance. It can help leaders identify the individuals who energize the organization and how to leverage their contributions.
- Align collaborative with business partners and external stakeholders: CIOs need to know how effectively their units serve the needs of business stakeholders. By creating a detailed map of the existing cross-departmental relationships, they can see where innovations are occurring, where sufficient support is being provided and where investments should be made.
- Minimize network inefficiencies and costs: Although collaboration is often seen as a virtue, too much collaboration at too many organizational levels can be a negative. It is important to reduce network connectivity at points where collaboration fails to produce sufficient value.

Feb

2010

Enterprise 2.0 and Social Media: Improving Your Processes vs. Changing Them

"If I told you I could change and revolutionize the way your company collaborates internally and builds relationships with its customers via new tools and technologies, would you be interested?

What if I told you that I could improve the way your company collaborates internally and builds relationships with its customers through new technologies and tools?

If you were an executive at a large or mid-sized company, which would you prefer (or would want to hear)?"

www.cloudave.com/...our-processes-vs-changing-them

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enterprise2.0 collaboration processes processimprovement sales operations socialmedia

The goal of enterprise 2.0 or social media isn’t to change and revamp the way companies operate. The goal should be to improve how companies operate

Sep

2009

Why Social CRM will never be built

Social CRM is not software. Remember, CRM, and therefore Social CRM, is an approach that takes into account people and processes and leverages software to accomplish outcomes. The people and the processes come first. Software, while critical to success, is always secondary.

Vendors that claim they deliver Social CRM are wrong. They are delivering software solutions, generally Social Support Community software, that is a core component of a Social CRM strategy.

Social CRM is a strategy. Building off of my last point. Software cannot build strategy. I know, one day machines will take over e world and I will be proven wrong. :-) Until that day comes I am right, it takes people to build a strategy that achieves corporate goals.

johnfmoore.wordpress.com/...social-crm-will-never-be-built

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socialcrm strategy businessprocess operations

Your Social CRM strategy must make use of tools that end-users (execs, sales, support, etc..) will use, not because they are forced to, because they add value to their lives.
Your software must support the varied stages and workflows for all of your processes. When the software forces you to adjust processes due to it’s limitations, you have already lost.
1 more annotation(s)...
- Social CRM will revolutionize how businesses operate. It will bring a richer level of engagement between all parties leading to happier customers and more profitable businesses. We must get there by following solid business processes that engage all users and leverage tools where feasible.

Sep

2009

2020 Social Position Paper Social Business Strategy

www.scribd.com/...Paper-Social-Business-Strategy

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socialbusiness socialbusinessstratregy strategy socialcrm customers clients innovation marketing alignment operations

Jul

2009

Reflections on E2.0 2009

The blogosphere moves quickly. You can find many excellent summaries of the events of the 2009 Enterprise 2.0 conference in Boston. But only now are more reflective posts emerging. What is the point of Enterprise 2.0? Can its benefits be measured?

Michael Krigsman started things by writing about the Kumbaya effect. The opportunities for better communication and collaboration afforded by Enterprise 2.0 technologies are interesting, but are they valuable?

www.infovark.com/...comment-page-1

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enterprise2.0 value ROI business operations management adoption

So maybe we should consider Enterprise 2.0 a movement, a management style, or a vibe, instead of something intrinsic to the way business will be done in the future.
So maybe the right thing to do, if you believe in E2.0, is to engage directly with knowledge workers themselves. Maybe the business of Enterprise 2.0 is not about selling the CEO, CIO, or IT director on the merits of transparency, immediacy, and authenticity. Maybe it’s about winning the hearts and minds of business professionals with tools that make their work easier.

May

2009

IDC: It's Time to Get Serious About Enterprise 2.0

Robert Mahowald, Research Director, IDC, discusses how organizations today are using innovative Enterprise 2.0 tools for more efficient business operations across the extended enterprise.

www.thecontenteconomy.com/...time-to-get-serious-about.html

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enterprise2.0 IDC efficiency operations

May

2009

The Social Software Value Matrix

I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.

michaeli.typepad.com/...ial-software-value-matrix.html

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enterprise2.0 value socialvalue matrix operations organization strategy culture change socialmedia adoption collaboration businessmodel transformation

As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
The best place for your employees to learn professional social media is inside the company.
1 more annotation(s)...
- Once your employees get used to using social software inside the company, it's easy and natural for them to expand their interactions to include customers, channel partners, and even the general public.

May

2009

Four Ways to Spur Innovation at Your Company

How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:

blogs.harvardbusiness.org/...ways-to-spur-innovation-a.html

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innovation incentive organization enterprise2.0 enterprise3.0 IT strategy operations leadership

More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
Passionate individuals are usually talented and motivated, but they're often unhappy - they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
2 more annotation(s)...
- Modified incentive and reward systems help keep these people learning - through both success and failure - and rewarded for taking on more near-term risk.
- These contrast with Enterprise 2.0 tools that mostly focus on collaboration within the enterprise. Enterprise 3.0 will eventually fuel the definition and deployment of new IT architectures designed to foster long-term, trust-based relationships across thousands of independent institutions--rather than short-term, narrowly defined transactions executed largely within a single institution.

May

2008

How to make Enterprise 2.0 concrete and to define result expectations, to justify the necessary investments? « Ha’s Blog

Time for proof - how concrete are the results of Componence?
So what are the concrete results then of Componence? Can I quantify them into hard cold financial benefits? What are the soft results? I guess both, I’ll try to give it a shot.

hhvo.wordpress.com/...tify-the-necessary-investments

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investments enterprise2.0 ROI metrics measurement operations tactics strategy