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

"Be sure to understand the role you'd have, what you could accomplish, and what you'd learn. A strong culture will set people up for success, and you need to be sure that's in place. In discussing your role, you'll also get insight into how the place works.

Then, ask questions that point the discussion to how the organization works. General questions — "What's the culture like?" or "Are people treated well?" — seldom work. I've come up with specific sample questions you can ask as you're interviewing for a job or talking with others who know the institution. They're grouped into six topic areas. "

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"According to Jackson (and, again, I agree with him) top talent does indeed leave for the same reasons everyone else does. If I were to distill his ‘top ten reasons’ down to one, it’s this:

Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring."

humanresources talents talentmanagement management purpose

" many Millennials are inhibited by anxieties peculiar to our time. I’ve already spoken of the FOMO problem. In this post, I want to share some of the other blockages that Millennials tell me afflict them. Next week, I will share techniques that I’ve found helpful in overcoming FOMO and these other inhibitors of building, creating and doing."

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""Leadership" has changed when a decentralized group of people can take down a government. "The Value Chain" has changed when the customer is no longer just the "buyer" but also a co-creator. "Human Resources" have changed when most of the people who create value for your organization are neither hired nor paid by you. "Competition" has changed when individuals can create value through a centralized network of resources: for example, designing a product from anywhere, producing it through a 3D factory, financing it through community and distribution from anywhere to anywhere.

Yet our business models have not changed to keep pace with these shifts. "

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Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.

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"Deb mentioned that a key differentiator is employee motivation. I have recently seen research to support her position. For example, a study by consulting firm Blessing White found only 33 percent of North American workers engaged in their jobs. Further research has shown that low engagement levels have a proven negative impact on business performance. That would make sense. A study from HR consultancy Towers Watson found that organizations with high employee engagement had a 19 percent increase in operating income versus a 32 percent drop for companies with low levels of engagement.

Deb said that one way to create engagement is with a clear sense of purpose for the organization. This was part of her keynote at the recent Boston Enterprise 2.0 Conference. She said that in the firms she has worked with she have found one single predictor of success. It is a sense of purpose. Even the best people are not successful without a sense of purpose."

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"Andrew Keen est une sorte de contre-gourou. Face aux évangélistes de tout poil qui nous vendent de la pensée magique par kilo, il est un des représentants de ces gens qui viennent un peu casser les rêves. Exemple type, avec la sentence ainsi prononcée mardi soir : « [There is] no evidence that social media has cured anything ».
Saint-Thomas était parmi-nous, mais comme je l’ai dis sur Twitter : il a raison. J’aurai même ajouté que c’est une évidence car, le Social Media n’étant qu’un moyen, ce sont les gens qui résolvent les choses, pas l’outil dont il se servent. Relisez Tribes, ou cet excellent billet de savoir si la technologie peut éradiquer la pauvreté. Bien vu, Hubert : la technologie n’est pas le progrès !"

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"Simple wins. That’s a mantra to repeat when considering how to introduce Enterprise 2.0 tools into your organization. And besides simplicity, here are 3 other things you need to make your Enterprise 2.0 efforts successful:"

enterprise2.0 adoption purpose vision problemsolving metrics

"The "real" Enterprise 2.0 is not a technology or marketing plan, but the reinvention of the enterprise itself. It's a rethinking of the structure, process, culture and even, in some cases, the very purpose of the enterprise.

With technology erasing barriers to participation and communication, we're seeing a change in the nature of how we go about running an organization."

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"“I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.” Phil Jackson, coach of the L.A. Lakers

I have always been a big P4P – pay for performance – guy. Rewarding Employees for every increase in performance seemed to be the way to go. Now, not so much. As the Great Recession sweeps away the remaining vestiges of the Industrial Economy’s Command & Control style of management (yeah, I know C & C has made a come back – as dictatorial practices always do in times of great fear and uncertainty - but it’s only temporary), it is becoming more apparent that the way we compensate for performance is archaic (i.e. paying Employees an hourly wage to perform tasks only leads to Employees taking more time to perform the task or more supervision to ensure they will not take more time to perform the task)."

motivation management performance rewards extrinsicmotivation incentives purpose

"While enterprise software projects tend to be binary - they are either launched to become the default single solution or they fail during development and pre launch - the less structured and elective use world of collaboration technologies is arguably much harder to debut and get people to show up and use."

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We are 1.5 weeks away from launching the first phase of bringing robust social tools in-house to augment and improve the way our employees connect and collaborate today. I get asked a lot about "Why" we are doing this and the value we believe we will bring to Intel. I wanted to share with you the reasons.

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When you define the purpose of an intranet, there are several angles to examine. Each angle requires making a choice. However, they are not mutually exclusive choices. They are choices about what you decide to emphasize.

intranet purpose communication collaboration work

Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.

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As we found in our social networking field study that Mike Gotta ran, organizations often fret about potential negative impacts of breaking down organizational and, to some extent, social barriers. Some stakeholders wonder whether execs really want borderless discussions among their staffs, whether engineers really want sales people to be able to contact them directly, whether employees will spread poor practices without gatekeepers, etc.

I've come to the conclusion that there is an elephant in the middle of the social software room. The unspoken question that is in the minds of execs is "Does our institutional structure and its information flows and bureaucracy serve a real purpose?

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