Bertrand Duperrin's Library tagged → View Popular, Search in Google
"La productivité sociale ou Social Productivity résonne soit comme la question de la compétitivité du corps social, soit – et c’est plutôt le lieu de Collaboratif-info - de la productivité des réseaux sociaux, sous-entendu d’entreprise.
Et si ces deux concepts avaient au fond un lien fort ? Et si aujourd’hui, la compétitivité des entreprises passait par leur capacité à se déployer sous forme réticulaire et donc à penser, agir en termes de réseaux ? C’est ma conviction. Les gains de productivité dans l’économie du savoir, viendront de là. Et quelques faits récents me donnent à penser que la tendance s’accélère."
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Après Sales.com (Vends !) voilà Do.com (Fais !) : des injonctions à faire, à vendre, donc à être productif in fine. Mais avec le social comme accélérateur, voilà la méthode et la logique. Et la promesse : le social est le booster de votre productivité au sens large.
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Car il ne s’agit pas tant de travailler autrement, au sens de faire des choses différentes, que de garder le socle de base de son travail et de ses objectifs, et de comprendre que la socialisation de son activité est clé pour progresser.
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"It’s probably since the very moment I started focusing my attention on Enterprise 2.0 that I wanted to understand how it might have worked a company where formal and informal exchanges supported each other, where communities were eventually integrated into processes, where knowledge assets could be accessed, used and constantly renewed through the participation of all the actors involved. Not so much a world entirely made of 2.0 but more one in which social is seen as a mean to accelerate the achievement of those same goals companies have always imposed to themselves."
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- Business: to frame social in a way that was understandable to senior management and could give business results
- Adoption: to ensure the attainment of a critical mass of participation needed to achieve the return on investment
- Technology: to reposition existing enterprise systems and services within the new paradigm
- Strategy: to understand, from an organizational and a workflow point of view, how to put together communities for customers, communities for employees and partners, encoded processes
From a business, organizational, technological perspective, companies have particularly struggled to
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"Your organization’s intranet is the network of digital systems that reinforce the organization’s structure, processes and culture. Changing these systems to become more social (aka Socializing the Intranet) will help to make the organization’s structure, processes and culture more social.
Socializing your intranet is a great way to introduce significant organizational change, because intranets are broad-based, protected, visible and core to who your organization is. "
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1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
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1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
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"What Luis hopes is that those of us working with enterprise 2.0 tools and social business transformation will learn from the experiences of knowledge management, but he also notes a point of at least potential tension between the two disciplines. Putting Luis’ argument simply, knowledge management wants to manage knowledge, social business wants to socialise it. One looks at structure and order and managing the ‘unstructured chaos’ of social data; the other side says ‘you cannot and should not ever try this!’"
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“An object becomes social only when it is shared; it is the sharing that makes the object social, not the object per se.”
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Systems of Record: those tools, repositories, and systems upon which organizations have built their business processes for the last several decades.
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"I learned from the consultants that an efficient way to improve business processes was to get everybody who was involved in a process in the same room (if possible).Facilitated by the process leader, or external consultants, they had a workshop with the purpose to find pains and ideas on how to improve the process. These workshops were often effective, as they helped each person involved in a process to better understand the activities, needs and challenges of the other people who were involved in the same process. It helped them understand how they could help each other, and thereby how they could contribute to improving other parts of the process, and not just their own."
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- They help you to improve existing processes by connecting different teams, or actually the people and their ideas, across organizational and geographical borders
- They help you to fix broken processes by allowing anyone who might have an idea for how to solve it, or even a solution ready, to get involved in the problem solving-process
- They help you ensure that the information resources you need to do your job are supplied, accessible and findable by involving everyone in the challenging tasks of information management instead of just a few select people.
If someone asks me how social software-powered communication and collaboration ties into business processes (without being specific about their processes), I can give them quite distinct answers:
"Transforming business to a networked environment is mostly about changing business culture to become more social and connected but it doesn't mean that specific tools aren't needed to support that transformation. Two things come together to create great change, technology and culture. The social web is a driving force that is empowering people to change business culture and forcing people back to the center of activity in the enterprise."
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To create a next generation enterprise, businesses need to take two concepts from the social web and apply them across all business functions, community / network and content / social media.
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. With process at the center of the design people-based collaboration was not possible in the system, instead the focus was on file-centric activities. Process, file-centricity, workflow driven systems are too rigid and are not focused on the activities that a networked business in the information era needs to carry out business in a flexible and ad hoc global hyper-connected ecosystem.
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In my experience the word “social” has always presented problems in the enterprise. Management exposed to the philosophies of 2.0 thinking, aren’t keen to encourage socializing in the enterprise, but are very willing to improve working. I saw a similar post by Chris Yeh on this theme. Also, we had a good chat internally in the Council about the meme wars, and members expressed their frustration in a wholesale change to the labeling of the sector. It will cause practical disruption and well as introduce confusion at a time when many in the organization were just starting to “get it.”
The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation. Here are a few throughts on socializing change.
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Key owners and sponsors must “sign up” for change. Many teams take appropriate steps and even ask sponsors to sign an approval document. But, sign up goes beyond approval meetings and documents. The team leading the initiative must ensure that owners and sponsors know exactly what they’re signing up for -
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, educate the business and operational leaders first. Train these leaders to a level of competency that ensures they can hold their employees accountable for rapidly adopting new processes, methods, tools, etc
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Ainsi sur 798 décisions d’investissement étudiées l’écart de Retour sur Investissement est de 2,7 points entre ceux qui ont utilisé des outils “avancés” pour décider et ceux qui en sont loin. Mais plus que les outils c’est la rigueur dans la démarche de décision qui permettrait selon cette étude de gagner 3 fois plus. Voila pour donner une justification au fait que les processus de décision des entreprises sont au coeur de leur performance économique… et au-delà et dans le contexte actuel, de leur sortie de crise.
Mais qu’elle est le rapport (et l’apport) avec les usages 2.0 ? C’est en reprenant les pratiques déterminantes d’un bon processus de décision listées par le consultant de McKinsey que l’on peut justifier le “2.0″ (ou la socialisation) du processus décision qui n’est rien d’autre que le système nerveux de l’entreprise.
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