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

"The words "risk management" usually evokes less subjective, more data-driven pursuits. But data and objectivity can only get you so far. Philosopher Karl Popper famously proposed that to be scientific, a theory had to be falsifiable: that is, it had to make predictions that could be tested and possibly shown to be wrong. Popper spent a lot of time thinking about this definition of science and the burgeoning science of probablility, which he called propensity."

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"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."

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"Dans son rapport sur l’usage des nouvelles technologies de l’information et de la communication au travail, le Centre d’analyse stratégique (CAS) met en garde sur les risques psycho-sociaux qu’elles induisent. Pour contrer les dérives, les DRH doivent être en première ligne sur ce sujet."

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"The real trend this year is not the technology. It’s about helping business people make better decisions, and actually change the way companies do business. Analytics has always been about transforming business, but the recent huge changes in analytic technology have created interesting new opportunities for business innovation."

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"The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).

In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

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"In this post, Bjoern Negelmann suggests that German preference for decentralisation leads to a focus on knowledge sharing between co-workers as the basis for their enterprise 2.0 activities. In France however, the preference is for social networking leading to a focus on relationships (“the indirect / network effects of being interconnected”)."

enterprise2.0 France Germany groupcollectivism assertiveness unvertainty culture USA collaboration risk

"La gouvernance de l’information, c’est un peu comme l’entreprise 2.0 (et ce n’est pas un hasard) : on en parle beaucoup, mais on la “réalise” peut être un peu moins !

La gouvernance de l’information est un élément indispensable à la construction de l’entreprise de demain car elle est déterminante pour la CONFIANCE.

Pour beaucoup, la gouvernance a été jusqu’alors une stratégie de défense, de protection et les mises en oeuvre de solutions ont été principalement faites pour répondre à des litiges !
C’est peu dire que la gouvernance n’est pas encore directement “intégrée” dans notre quotidien !"

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Organizational culture powerfully influences a company's performance — or at least we say so. I often hear executives reassure me that projects will get done because "we have an execution culture," or that customers will be well taken care of because "we have a culture where the customer comes first." At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I've heard that a project was delayed because "we don't make quick decisions around here," which is the managerial equivalent of "the dog ate my homework."

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"
Quelle gouvernance face à l’augmentation des données et des contraintes réglementaires ?
2 days ago "

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"La tendance est en effet de moins en moins à se contenter d’écouter. Les prestations de veille se complètent progressivement en intégrant des offres/fonctionnalités réactives ou de community management. Un métier encore jeune, en pleine explosion mais bien plus compliqué qu’il n’y paraît, et pas toujours bien compris. "

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"In 2011, Internet-based capabilities, including social networking, are no longer a “nice to have” at the Department of Defense. According to official documents, policies statements, and the example set by the chairman of the Joint Chiefs of Staff, these capabilities can and do contribute to the missions of the Pentagon. Yes, loose tweets may sink fleets, as a read of the U.S. Navy social media handbook reminds sailors, but the opportunities appear to balance the risks."

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"There is a movement taking place in the IT industry that is really driven by major consumer technology vendors including Apple, Google and Facebook. What these three companies do is really starting to set the tone for what people expect from a software application. The expectations of a software application may have historically centered around its ability to solve business problems or to enable specific types of transactions or management processes. Today, the software application is expected to let users communicate and interact with each other the way that they can on Facebook. Organic and guided search as found on Google is also expected, as is the intuitive usability of the iPad.
In fact, employees and managers of most any business are already communicating with each other through various Web 2.0 technologies — the problem being that all of this communication is taking place outside the bounds of formal and secure IT systems."

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"Les réseaux sociaux en entreprises: ce qui est autorisé et ce qui est interdit, la confusion entre le professionnel et le personnel et autres dossiers brûlants des RH… on vous invite à découvrir la présentation de Nicolas C. Sauvage – Avocat Associé chez Reed Smith – lors de la dernière conférence Media Aces."

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"One area of thinking around innovation that doesn’t get much attention is how ownership and governance affects the ability of an organization to be innovative. It’s an issue that’s been playing on my mind for a few years but a recent conversation has prompted me to write down some ideas. First. I’ll just outline the conversation and then I’ll put down a few thoughts about links between corporate governance and innovation. "

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"La charte des relations de travail que vient de concocter 3M « regroupe des attitudes et des objectifs non quantifiables » que l'entreprise souhaite voir adopter par l’ensemble de ses collaborateurs « afin de créer un environnement de travail sain et stimulant ».


Cela commence par : « Je déclare avoir été informé que 3M attend de moi d’être le premier responsable/garant du bon équilibre entre ma vie au travail et ma vie privée »."

3M policies charter privatelife balance wellbeing pychosocialrisks risk humanresources management

"A panel of CIOs, academics and industry experts has urged IT departments to adapt or risk falling foul of business. The panel, comprising speakers who will be presenting at the 360°IT event later this month have warned that IT departments could become extinct if they are unable to support technology-savvy users using their own IT rather than corporate-approved systems."

CIO IT ITdepartment security consumerization risk riskmanagement

"How are you addressing the risk of employees posting something “stupid” on a community like promising a customer something they cannot deliver or something along those lines?



I need examples asap for a preso to the exec team by the end of the week. Would love to hear from you."

communities communitymanagement risk mitigation governance policies community

"Point: By picking where open innovation occurs and what it communicates to the rest of the organization, innovators can protect open innovation efforts from corporate antibodies

Story: All organizations, especially large ones, have an "immune system" in the form of an army of fine-tuned antibodies that root out risk and threats to the smooth-operating status quo. These antibodies help drive efficiencies, attack waste, promote uniform performance, and prevent infection for foreign ideas."

innovation openinnovation risk communication casestudies HP Shell

"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"

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Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.

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