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

Apr

2012

L’entreprise du futur, collaborative et confrontée à de nouveaux défis managériaux

"Déjà 10 ans que les bases du Web 2.0 ont été posées. L’irruption des médias sociaux dans les stratégies d’entreprise est plus récente. Facebook, Twitter ou encore LinkedIn, impliquant tous un usage grand public et personnel, entrent désormais peu à peu dans la sphère professionnelle, conduisant à brouiller les univers."

lecercle.lesechos.fr/...-collaborative-et-confrontee-a

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enterprise2.0 management2.0 roles valuecreation humanresources

l’entreprise du futur ne se conçoit plus uniquement en termes technologiques, mais de manière fondamentale via son approche managériale.
ncore faut-il que les collaborateurs soient d’accord pour modifier leurs habitudes de travail, travailler de manière plus ouverte alors que la culture reste encore parfois au huis clos ou aux "réunionites" internes, trouver une nouvelle valeur ajoutée au travail fourni, et accepter d’être en permanence sollicité par l’ensemble des parties prenantes des projets.
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- Il ne suffit donc pas, pour une entreprise, d’être dotée d’outils 2.0 pour être une entreprise 2.0. Assez souvent, des raccourcis sont faits pour définir l’entreprise 2.0 comme la conséquence logique de la mise en place, au sein de l’entreprise, d’une plateforme Web 2.0
- Ce qui bouleverse au passage les modes d’organisations hiérarchiques historiques et surtout nécessite une redéfinition du rôle du collaborateur qui introduise la notion de "Collaborateur 2.0".
- Il est donc évident que cette dynamique doit accompagner le collaborateur à devenir collaborateur 2.0, mais aussi le manager à devenir "Manager 2.0".
- Tous les collaborateurs ne peuvent pas devenir des "Collaborateurs 2.0", et les entreprises ne sont pas toutes composées de "digital natives".
- En conséquence, l’implication de la DRH très en amont dans ce type de projet devient un élément important de réussite dans leur déploiement : réorganisation des liens hiérarchiques, contractualisation des nouveaux modes de travail distants, formation des managers et des collaborateurs sont autant de sujets sur lesquels elle est amenée à intervenir.

Apr

2012

The Biggest Mistake You (Probably) Make with Teams

"Which is more important to promoting collaboration: a clearly defined approach toward achieving the goal, or clearly specified roles for individual team members? The common assumption — and my personal approach for many years — is that carefully spelling out the approach is essential, while leaving the roles of individuals within the team open and flexible will encourage people to share ideas and contribute in multiple dimensions."

blogs.hbr.org/...iggest_mistake_you_probab.html

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collaboration roles autonomy flexibility sharing

But our research has shown that the opposite is true: collaboration improves when the roles of individual team members are clearly defined and well understood — in fact, when individuals feel their role is bounded in ways that allow them to do a significant portion of their work independently.
Without such clarity, team members are likely to waste energy negotiating roles or protecting turf, rather than focusing on the task.
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- The leader's role, as I learned from this research, is to ensure that the roles and responsibilities of the team members are clearly defined for the specific project at hand

Feb

2012

The End of a Job as We Know It

" Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. "

www.bersin.com/...nd-of-a-Job-as-We-Know-It.aspx

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work management agility expertise specialization learning values humanresources hr roles job

Something very profound is happening. Jobs are getting more specialized, people work in teams and cross functional boundaries, and success is being redefined by expertise, not span of control.

And people without specialized skills are finding it harder to find work. Seth Godin calls it “the end of the average worker.”
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- Well the world has changed. Today, thanks to communications technology, people can do their "jobs" everywhere and anywhere. We collaborate across the globe just as easily as we can in the same room. People don't necessarily progress "upward," but often "sideways" or "deeper" in expertise.
- Your value as an employee is no longer "I am good at my job" but “how much demand is there for my skills.”
- Many of the HR executives I talk with tell me they're having an increasingly difficult time recruiting. As our research points out, this is not because there aren’t people looking for jobs, it’s because their organization needs specialized roles and the workforce itself has not fully adjusted to this new world.
- 1. They reward results and expertise, not position.
- 2. They break down functional silos and facilitate work across business functions.
- 3. They reward continuous learning and “learning agility.”
- 4. They hire for values, innate skills, and fit, not for experience.
- 5. They encourage and promote horizontal mobility.
- If you are a manager or business executive, think hard about your own organization. Have you created enough flexibility in the organization to empower people to develop expertise and bring it to your customers
- HR Executives and Managers:
  Are you promoting HR practices which create cross-organizational work and expertise? Is your reward system flexible and open enough to enable people to work on project teams which cross the organization? Is your performance management process agile and flexible and does it force continuous feedback and transparency? Do you hire for skills and capabilities or just experience? Do you promote and facilitate talent mobility? Do you regularly communicate company values, goals, and strategies to encourage people to think of the organization as “one team” and not a set of functional silos?

Jan

2012

Gouvernance de l’information et entreprise 2.0 : perspectives 2012

"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 !"

infgov.net/...treprise-2-0-perspectives-2012

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governance informationgovernance decisionmaking enterprise2.0 socialbusiness roles accountability responsibility quantification risk riskmanagement

la gouvernance de l’information doit être réfléchie principalement en tant que soutien aux affaires et non pas seulement comme une stratégie de défense décidée par les “risk managers” et les directions juridiques.

Jun

2011

Improving Enterprise Collaboration: What Do Social Business Approaches Offer?

"One of the questions that comes up all-too-frequently when discussing social collaboration in the enterprise these days is the (still) infamous ROI question. Sometimes this is because the various manifestations of Enterprise 2.0 and social intranets haven't gone past the "we'd better start adopting or we'll be in the stone ages" stage that e-mail or traditional intranets themselves reached well over a decade ago."

www.ebizq.net/...oving_enterprise_collabora.php

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socialbusiness ROI enterprise2.0 collaboration functions roles workplace socialworkspace culture behaviors work intelligence socialbusinessintelligence

What's often missing now is the clarity around how a newly social enterprise actually looks and what the functions and roles are.
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- In this new socially engaged workplace there are several strategic changes, primarily cultural and behavioral ones, but some minor structural ones as well. Many organizations will make these changes organically and eventually end up with an environment that looks like the one above,
- 1. Social networks amongst workers. The formal social capital of the Facebook era is moving into the workplace. The connections you have -- and with whom -- determines your sphere of influence and ability to get things done as much, if not more, than the traditional grapevine of old.
- 2. Observable work. Just like people are narrating their lives to their friends and family today via consumer social media, this same process is what employees are beginning to do in their daily work.
- 3. Insights and analysis. The logical outcome of having the intranet contain the entire narrative of your organization and who contributed to it is becoming clearer by the day. Currently, rapidly improving analytics of social media is leading the industry directly to towards effective access to something increasingly known as social business intelligence.

Feb

2010

How to Find Enterprise 2.0 Champions

"The problem with these psychological approaches is that they focus on the traits of individuals, in the absence of any business context. They presuppose that it is something about an individual's personality, experience, psychology, or talents that determines whether that individual will be a valuable contributor to your social media rollout. What it misses is the central importance of organizational role. "

www.socialtext.com/...o-find-enterprise-20-cham.html

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enterprise2.0 adoption leadership roles collaboration psychology organizationalrole

the most reliable way to generate sustained Enterprise 2.0 adoption is to target business functions and activities that are structurally motivated to improve collaboration. In other words, look for individuals whose professional success in their role depends on the things that Enterprise 2.0 will help them do.
I haven't seen strong correlations between enterprise social media adoption and age, gender, tech-savviness, political affiliation, sexual orientation, toothpaste preference, or any other identifiable psychological characteristics