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

Apr

2012

Design Principles for Complex, Unpredictable, People Oriented Systems

"An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. “CEOs told us they operate in a world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” "

blog.irvingwb.com/...e-people-oriented-systems.html

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management adaptability unpredictability complexity organizationaldesign organization creativity innovation services serviceeconomy

These same CEOs cited creativity as the most important leadership quality they look for over the next five years.
Business and business schools are supposed to be all about applying hard, that is, quantitative, analytical approaches to management. What then do we mean by bringing seemingly soft topics like design and creativity to business and why is it so important in today’s world?
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- Analytical approaches work well when you have a pretty good understanding of the product you are developing or when you are dealing with a well defined problem
- But, they do not work so well when dealing with highly complex systems with fast changing, interacting components, where it is much less clear what is going on in the present, let alone how things will evolve into the future. We need different principles and processes to address this class of highly complex problems, many based on disruptive innovations which we have not encountered before
- In truth, design has spread like gas to almost all facets of human activity, from science and education to politics and policymaking. For a simple reason: one of design’s most fundamental tasks is to help people deal with change
- What do we mean by applying design principles to complex, unpredictable, people oriented systems and problems?
- The first is flexibility and adaptability. If you look at complex systems as a kind of spectrum, with natural biological systems – e.g., living organisms, ecosystems and evolution - at one end and physically engineered systems - e.g., bridges, airplanes and microprocessors - at the other, socio-technical systems fall someplace in between
- But the mechanisms to increase robustness will in turn make the system considerably more complex.
- This balancing act between complexity and robustness is never done.
- Quality of experience is the second major design principle I'd like to discuss. The industrial sector of the economy is oriented toward the production of physical goods. Product excellence and competitive costs are its key design objectives
- But, socio-technical systems are oriented toward people and services. While product excellence and competitive costs are also important to services, they are not enough.
- While advances in technology are now enabling us to bring major innovations to services, most of the really hard issues are not technical at all. They are human
- The bulk of research and innovation in services has to take place in the marketplace, where the people who consume the services are. The marketplace is truly the research lab for innovation in services, the place where new service ideas have to be developed, prototyped and tested.
- Finally, let me talk about the central role of marketing and communications as a design principle, arguably the least understood such principle.
- You have to engage your audience in a conversation about the future you are after. You have to gain their trust by clearly telling them what’s in your mind, your aspirations, your questions, your doubts, your frustrations, what you know and what you don't know.
- Advances in technology, - faster, more powerful, less expensive, - are concrete and visible. Design is subtle, more subjective, more open to human interpretation. But, as our increasingly advanced technologies enable us to build larger, more capable, more complex systems, the role of design becomes ever more important. It

Dec

2011

Les troubles mentaux augmentent chez les salariés

"Sur fond de crise économique, de mondialisation et de nouvelles organisations du travail, la santé mentale des travailleurs se dégrade. Tel est le constat de l'Organisation de coopération et de développement économiques (OCDE) pointé dans une étude publiée le mercredi 14 décembre, "Mal être au travail ? Mythes et réalités sur la santé mentale au travail "."

www.lemonde.fr/...les-salaries_1620062_3224.html

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wellbeing humanresources services

la précarisation croissante des emplois et l'augmentation actuelle des pressions au travail pourraient entraîner une aggravation des problèmes de santé mentale dans les années à venir".
les coûts d'une mauvaise santé mentale pour les individus concernés, les employeurs et la société représentent 3 à 4 % du produit intérieur brut dans l'Union européenne.
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- l'évolution vers une économie de services complique la donne : le contact avec les gens fragilise les personnes plus faibles mentalement qui résistent moins bien à la pression
- En Grande-Bretagne, la compagnie Bristish Telecom fait de l'état mental et du bien-être des salariés un élément de l'évaluation de ses managers. Mais ces initiatives sont encore trop rares.

Jan

2011

Enterprise 2.0: A Transition From Destination Site To Platform Services

"Detail: In general, the first wave of Enterprise 2.0 was arguably tool-based (e.g., stand-alone blogs, wikis). The second wave of Enterprise 2.0 focused on enabling an enterprise-wide destination (e.g., a “Corporate Facebook”) which acted as a community and connectivity hub for employees. More accurately, we might describe this type of platform as a social network site (Reference Architecture For Social Network Sites). The third wave of Enterprise 2.0 is moving in two directions virtually in parallel to each other."

mikeg.typepad.com/...site-to-platform-services.html

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enterprise2.0 applications platform services socialnetworks businessapplications integration processcentricity workflow sociallayer

The initial direction is to support social applications hosted on the social network site itself. The most common examples I’ve seen so far are innovation/ideation solutions but organizations will likely want to construct their own community-like applications on top of their social network site as well.
This horizontal trend is the second direction within this third wave of Enterprise 2.0 implementations. Social networking services will enable organizations to take social data within the social network site and surface that information contextually within another system (e.g., productivity suites, collaboration tools, enterprise portals, business processes, and mobile applications).
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- The recent discussions within the Enterprise 2.0 community have indicated that E2.0 should have greater process-centricity (e.g., integration with CRM, ERP, supply chain, etc). This type of pragmatic approach is more doable as vendors in this space prioritize API's to integrate "social" into the flow of work and adding a social layer as many have argued.

Dec

2009

The Three Realities of SCRM Right Now

"We discussed definitions, and models, and strategies and plans. What they are doing, what they want to do, what they would love to do. Ended up with a great view of where the market is now from all different perspectives. There are three different views of SCRM."

www.estebankolsky.com/...ee-realities-of-scrm-right-now

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socialcrm vendors organization strategy crm sales marketing services

Since there is no defined SCRM market beyond taking on the social channels and integrating them with CRM, they are all right. What they call SCRM is an integration between Social Media (Channels) and CRM functions (Sales, Marketing, and Service).
This reality will start shifting in 2010 as consolidation starts to take over and a market begins to materialize (led by customers spending again, slowly at first), and larger and well-funded vendors begin to look for tools to complete their suites. We will see a lot of movement in this market as we approach the summer, and very heavy towards the end of the year
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- There is a realization that beyond the hype, vendors and organizations are actually beginning to understand that, and starting to see the path. And the echo chamber (what happens when visions of the future and how to achieve it become common speech among practitioners and no one else) is quieter than usual. We also see more organizations embracing the concepts early on.
- On one hand there is a group of people led by those inexperienced in the enterprise applications market that is screaming at the top of their lungs how you have to engage, you must listen, become social or begone. On the other hand we tell them they must create a strategy, that it is all about a strategy and everything else falls into place, don’t worry about the social aspect yet.
- I cannot even count how many meetings and conversations I had in the past four months with executives who wanted to talk about SCRM – only to be asked how to setup Twitter or Facebooks Fan Pages.
- Control was made to be the evil word of 2008-2009. Guess what? organizations won’t simply empower an employee or group to become their social voice without some degree of control.
- This trend will result in a large number of formal SCRM strategies created and implemented in the second and third quarters of next year.
- CRM is not going away. Nor is SCRM going to replace CRM. Neither is Social Business going to make CRM and SCRM irrelevant.

Apr

2009

The Enterprise 2.0 LifeCycle

This life-cycle is the stages in which I have seen organizations, communities, and businesses adapt to the changing and available technologies that help their organization grow and thrive. This may ring a little familiar to those who are familiar with the Software Development Life-cycle (SDLC), the long, costly, and project creep way of doing business. In this approach, we do not wish to reinvent the wheel. We firmly believe that there are many excellent open-source solutions that are ideal for business collaboration, communication, networking, and transparency.

andrearbaker.com/...the-enterprise-20-life-cycle

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enterprise2.0 services implementation lifecycle transformation strategy