socialnetworking - Bertrand Duperrin on Diigo

Feb

9

2012

What Sells CEOs on Social Networking

"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.

"

sloanreview.mit.edu/...ells-ceos-on-social-networking

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In retrospect, I should have anticipated that we’d be hanging the “2.0″ suffix off everything, but I didn’t. We hadn’t yet been bombarded with “Everything 2.0,” so that suffix wasn’t as tired as it is now.
I have always tried hard not to use the term “social,” not because it’s inaccurate, but because it has primarily negative connotations, especially for a really hard-headed, pragmatic manager in a business, decision-maker in a business,
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- He looked around Hewlett-Packard and said, “If only HP knew what HP knows, we’d be three times more productive.”
  
  Whenever I say that to a room full of executives, you can see the heads nod.
- especially if you want innovation and novelty, or introductions to other social networks, that your weak ties are a better place to go than your strong ties.
- I’d say the idea of controlling information flows is becoming an obsolete notion. To me, the basic point of the 2.0 era is that we can get out of the business of predefining and controlling those information flows
- They’re afraid of hate speech or harassment. They’re afraid of that one person whose idea of a joke is completely incompatible with somebody else’s idea of a joke. Afraid for security reasons, of the bad guys getting in or corporate secrets getting out. Afraid that there’s another body of information that could be part of a legal process, that could be subject to discovery rules.
- I’ve been trying to collect horror stories for five-plus years now, and the amount of bad stuff that actually does happen when you open up the conversation and let more people, particularly your employees, participate in this stuff, is shockingly low.
- Historically, for both internal and external purposes, there has been one official voice of a company, and it’s blessed by the executive team and generated by the communications department. In the external world, on the Web, that world is over. You cannot be the only voice about your company and its products and its brands. Internally, you can try to stop that. You can shut off all the 2.0 stuff. My point is, if you do that, you’re turning your back on a huge opportunity.
- it’s not the death of the hierarchy, of the manager, of the org chart, of the job description, any of that stuff. Some of my colleagues who are interested in this phenomenon, I think take it a bit far, and they become zealots for the manager-free, hierarchy-free, gestalt organization. I don’t think that’s smart, and I don’t think it’s likely, and I don’t think it would be a good idea.
- When I talk to CEOs, they desperately want to hear the voices of their customers, the voices of their employees. They want the straight talk to flow down and flow up in the company. But I also get the impression that there’s kind of a middle layer that has traditionally been the signal processor, both up and down, and some of them don’t want to see that role go away.
- They noticed that over and over again, some of the people who were on the leader board in the Java category, for example, were not hired for their Java. It wasn’t their job. It wasn’t even anything that TCS knew they were good at. But these people were manifesting not only an ability, but a willingness to share their knowledge and be helpful to colleagues.
- This is actually one of the things that I’ve been advocating: why don’t we make enterprise-level collegiality 10%, 15% of performance reviews every year?

Dec

26

2011

Business Examples of the Payback from Social Networking

"For IBM and Forrester Research, the business value [of social networking] lies in the ways it enables collaboration to succeed within a business environment. Here’s what some business are doing with social business clouds now.

EMC, Oracle, HP, Dell, NetApp and other big vendors can be expected to come up with social business cloud offerings. IBM, however, with its LotusLive Social Business Cloud has emerged as the leader with real businesses actually profiting through social cloud collaboration:"

bigfatfinanceblog.com/...payback-from-social-networking

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ROI socialnetworking IBM lotuslive casestudies Newlywedsfoods panasonic russellsconvenience

The benefits: cut response from days to hours, saves 4-5 days per month in travel time, and cut travel costs by 10%. And a no-cost guest account lets them invite clients to collaborate on recipes.
The benefits: reduced cost and immediate accessibility to advanced collaboration tools across all regions of the global company, but especially for product research, development, and sales.
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- The results: travel costs reduced by 33% and postage costs by 50% for $30,000 in annual savings. It also increased revenue as a result of more timely communication around inventory and purchase trends.

Jul

29

2011

Microblogging at Capgemini

"A few years ago we launched a “microblogging” system called Yammer at Capgemini. Yammer is a private and secure enterprise social network that allows colleagues to hold conversations, read posts and actively collaborate with co-workers in real-time. It is contributing to the collective consciousness of the 25,000 people who subscribe to it, a consciousness that is continually shifting and updating, as those people constantly learn and share new experiences."

www.managementexchange.com/...microblogging-capgemini

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casestudies capgemini yammer microblogging informationsharing socialnetworking governance management

A key challenge for us is how to keep our disparate colleagues up-to-speed, and able to benefit from all of our massive amount of in house knowledge in order to optimise delivering value to our clients. Does social networking provide part of the answer?
In large part it is about decentralising the information flow, to create greater collaboration from the outside in. Whereas previously information dissemination was all about the centralised business and knowledge management, social networking has caused a shift in the way we communicate: it’s about an event, a topic, a specific information need at the point of service delivery, such as on site at a client facility.
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- It is those consultants at ‘the edge’ who are posing the questions and using Yammer. They’re encountering a lot more variability in what they’re being asked to do than perhaps those at the centre of the organisation who are driving the more structured approach of our business to the market.
- Equally threads may link to and tell others that the required information is in the Capgemini Knowledge Management system, the social networking integrates to the other tools.
- There are three distinct groups of users within Capgemini: hugely active; regular Yammers; and listeners.
- Social Networks fail without a core group making them active and interesting, yet all to frequently this core is seen as too dominant and limiting therefore allowing an unenlighted management to state that a pilot is unsuccessful as the active numbers are too low
- Problem solving is the biggest area of usage,
- We have to adhere to a few controls put in place to safeguard client information and competitive intelligence. As social environments change so fast, a traditional set of governance policies would strangle the benefits of flexibility
- Usage tends to be self governing, so if someone Yammers with information they shouldn’t, other users will urge them to stop.
- Understand the limits of technology. No single technology will ever meet the full array of needs that a large company. The evidence is that Yammer is good for solving specific problems, sharing information quickly, and generating immediate buzz on a topic. But it is not so good for other things
- Management’s changing role. Consider the list of things that we use Yammer for: aligning activities, problem solving, information sharing, providing clarification. Now think about the things managers do for a living – and you quickly end up with a pretty similar list.
- But the boundaries between social networking sites and corporate Intranets are blurring all the time, and Yammer is just one of many technologies that sit in this grey zone between the two worlds.

Jul

24

2011

Understanding Social BPM (or at least setting some context)

"SocialBPM was explained by Elise Olding in a recent research paper, which sadly is only available to Gartner clients, called “Social BPM: Design by Doing”. She did a great job of starting to explain what SocialBPM by highlighting 2 very different perspectives, to which I have added a 3rd, which I have described below with some of the issues I see."

iangotts.wordpress.com/...some-context-socbiz-social-bpm

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1. Social by Design: Collaboration around process improvement
The initial discovery of processes is often in workshops, but once deployed and executed, then it is critical that there is a feedback mechanism so those actually using the processes can identify issues or suggest improvements. Typically this is ‘send the process owner an email’.

With SocialBPM the discussion is all linked to the automated or manual process step, related document, form, system, metric or compliance statement
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- So until the “Yammer crowd*” (Yammer, Jive Software, SocialText, CubeTree, …. ) genre of social software, which is ‘standalone social technology’, is tightly integrated into BPM modeling and execution software it is making life worse not better in the long term.
- 2. Design by Doing; Collaboration around ‘getting a job done’
- This is not about improvement, but getting a number of people together to get a particular problem solved – ie a specific instance of a process.
- These discussions are more than just discussions or chatter – they are on-line meetings – with decisions and actions. So any social networking software needs the capability to create, assign or track actions
- 3. Social Network: Social networking within the organization
- So, organisations need to start defining what they are trying to achieve and therefore what they need from a social software solution before they pile in with a ‘limited trial’ that suddenly becomes the defacto standard, running roughshod over formal process and procedure.

Jun

15

2011

Why Collaboration Should Center Around Email

"Almost 90% of companies use some form of social networking, whether it's an internal blog, an online forum, a wiki, or a hybrid platform such as Microsoft SharePoint, the InformationWeek Analytics Social Networking in the Enterprise Survey shows. However, a paltry 10% consider that effort a success. And we know one of the big reasons.

Only 26% of our survey respondents have direct email integration with their social systems. In other words, companies expect employees to break away from their email, check the "social" system, collaborate, and then go back to their email. Fuggedaboutit."

www.informationweek.com/...229900080

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Hundreds of apps, platforms, and devices are designed to help us work together better. They all promise to make us more productive. Yet almost none of these tools plugs easily into the others.
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- Email remains the dominant form of enterprise communications: 100% market acceptance, 100% user acceptance. Period.
- Modern email systems provide a manageable and centralized point for four of the six integration requirements -- contacts, calendars, tasks, and actual messages. However, enterprise IT teams stink at exploiting email's potential beyond the in-box, and they pretend that personal folders and to-do lists, as well as lightly shared calendars, pass for a rich collaborative environment. We're missing a tremendous opportunity.
- Sound like a monster custom coding job? Not really. The best way to accomplish this integration is to leverage some rules-based logic at the server or gateway, similar to the conventional transaction logging used for compliance. Delivery into the application itself can be done via SMTP or whatever API the vendor provides.
- If you've ditched your Exchange email service and internal CRM and headed for the cloud, you may be in for a nasty surprise. Both Google and Salesforce have nice options to sync with individual email clients, including Outlook. But we've seen them bomb for companies running both sync options at once on an Outlook client. Plus, neither Salesforce nor Google offers a way to integrate its respective talk and chat apps.
- setting up an email alert of social networking activity isn't enough. In fact, it may even make matters worse to generate a generic message that says something like, "Bill Jones commented on your product idea. Click here." That's not integration, it's noise. If the details of Bill's message were there, and you could reply to and comment on those messages right from your in-box, that would be integration.
- It should be easy to figure out what users want most from collaboration, but unfortunately, IT doesn't always make the effort. We've made our case that connecting collaboration tools, with email at the center, is vital. But two other needs are high on the list. One is enabling universal search of the information generated in these collaborative apps. The other is formal training in how best to use collaborative apps. Neither area tends to get IT leaders fired up.
- However, we don't necessarily have the choice to say "no." As people accept new communication methods, businesses must adapt to stay competitive. Attempting to standardize on a single platform means making the fatal assumption that one vendor can provide and connect all needed channels, or that it's even possible to connect all relevant platforms. By focusing on email as a core starting point, companies can build on email's success to help create a cohesive plan for rolling in the rest of the communications suite.

May

12

2011

The Case for Corporate Social Networking

There are many benefits to implementing social networking. Here are some of them:

www.citeman.com/or-corporate-social-networking

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socialnetworking enterprisesocialnetworking engagement innovation learning communication collaboration culture communitymanagement facilitation

There are many benefits to implementing social networking. Here are some of them:
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- Having a social intranet where employees can share and engage with others goes a long way to build employee engagement. People build networks that cut across the silos of teams and departments.
- However using a social intranet which has the ability for employees to “like” and share their news, and add comments makes employee communication move from a “passive-broadcast” model to a conversation between the organization and the employees
- Participation by employees in the conversation also builds ownership.
- A social network where employees share their status, activities, bookmarks, documents helps in building an awareness of what colleagues are working on and serendipitous learning. I
- The mere fact that an organization deploys an internal social network shows that it values openness, transparency and feedback.
- Leveraging community management to get people to share and connect with each other is a skill that requires not just knowledge of the tool, but also group dynamics and people facilitation.

Apr

20

2011

The Power of Reconnection — How Dormant Ties Can Surprise You – The Magazine - MIT Sloan Management Review

The world of networking continues to expand. For years, people have been encouraged to build a strong, wide personal network to get information and keep connected. Facebook, LinkedIn, Google and other Internet sites have made everything about this task easier than ever. In particular, they have made access to long-lost friends, colleagues and acquaintances as easy as a few keystrokes. Now with relative ease, people can reactivate what may have seemed like dead connections.

Are those reconnections valuable — particularly in terms of the world of work?

sloanreview.mit.edu/...-dormant-ties-can-surprise-you

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Now, though, what used to happen only rarely — at reunions or chance encounters — can happen after a memory, a whim and minimal effort. Moreover, not only are reconnections so much easier to make; it turns out that the old presumption that dormant ties have no value was wrong. Reconnecting dormant ties provides a whole host of benefits, many of them unexpected.
In the past, the main obstacle to reconnecting was search costs.
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- In spite of their initial hesitation, almost all of the executives in our studies report that they have received tremendous value from reconnecting their dormant relationships.
- First, dormant ties are great sources of unexpectedly novel insights.
- Second, reconnecting is tremendously efficient, as it imposes few constraints and requires only a minimal investment of time.
- Third, reconnecting a dormant relationship is not like starting a relationship from scratch. When people reconnect, they still have feelings of trust and a shared perspective — which are critical for receiving valuable knowledge from someone —
- As a result, despite executives’ worries that their dormant relationships might want to remain dormant, their old contacts tended to be willing, able and even eager to help them with the problems they were facing at work.
- That suggests that people can benefit from reconnecting with a fairly large number of their dormant ties: The benefits don’t all reside in the very top.
- Our findings indicate that reconnecting dormant relationships is more valuable for older executives.
- Dormant relationships do resemble distant relationships, in that they both require minimal maintenance — which makes them particularly efficient — and they both have access to novel information. T
- Our research, however, is pointed toward value in a work-related sense, involving project-related information or advice. Thus, our finding is that dormant ties are great sources of new and useful work-related information, unlike the mostly social interactions on Facebook.
- In a follow-up study, we have found that, although our executives had high hopes for staying connected, communication during the year after a reconnection was typically infrequent.
- Reconnecting the same dormant tie repeatedly may run the risk of undermining trust, especially if renewed maintenance expectations are not met or if reconnection only occurs for blatantly self-serving purposes.
- engaging in the normal act of reciprocity, and providing useful information to your dormant ties, too, makes for a particularly useful, mutually beneficial interaction. In other words, no one wants to help a selfish jerk.
- Salespeople know that “cold calling” has a notoriously low success rate. Also, forging new relationships may require considerable upfront investment. Although reconnecting dormant ties clearly benefits from retained feelings of trust and shared perspective — advantages that new relationships would not have — limiting yourself only to

Apr

7

2011

IBM’s Watson and the Potential for Social Networking @VoiceReport

"In grandiose fashion, IBM chose to challenge two of the legendary winners of the TV game show Jeopardy at their own game. Over the course of three nights and two full games, Watson bested 74-game champion Ken Jennings and all-time top money winner Brad Rutter.

While this was certainly a major PR coup for IBM, the underlying technology can have significant impact on applications computer systems will be able to support, and on the types of capabilities we see developing in unified communications (UC)."

www.thevoicereport.com/...IBM-Watson

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However, if you can combine that ability to sort through masses of information with a smart human who can help avoid the obviously “dumb” answers, you’ve got a killer problem solve
With the mountains of new data that are produced each day, that type of natural language problem-solving ability could find applications in any number of disciplines
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- Along with the other UC platforms, Sametime can scan user profiles, e-mails, interest groups and other indicators to build profiles and allow people in different parts of the organization who are working on similar issues to locate one another
- These early social networking pilots use rather rudimentary techniques like key word matching, but it’s not hard to see how far we could take these programs with the benefits of Watson’s technology.

Mar

27

2011

How 'Social Business Intelligence' Can Help Your Business

"In this interview, Forrester research analyst James Kobielus talks about how 'social business intelligence' combines business intelligence, knowledge management, social networking and collaboration, social media monitoring and analytics. How can it help your business?"

itmanagement.earthweb.com/...nce-Can-Help-Your-Business.htm

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businessintelligence socialbusinessintelligence knowledgemanagement socialnetworking analytics data

Traditionally, BI has been about reporting, dashboards and ad hoc queries, and it's been about the ability to track key business performance and metrics. Traditional BI has been focused on delivering intelligence from data warehouses and other databases, rather than directly from the other users.
Social BI is bringing a collaborative experience into your BI environment, which means that more and more of the BI tools that are available today are allowing users to ask questions of each other and quite often to link those questions to specific reports or visualizations that are presented in their BI environment.
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- The big new growth area is in bringing unstructured and semi-structured information from social media sites into the overall BI and analytics environment.

Mar

8

2011

The social enterprise's Holy Grail: Gamification meets 'workstreaming'

"What if you could stop a technology project from becoming a complete disaster by pausing, rewinding and correcting the exact point where things ran amok? What if company interactions were totally transparent? And what if an enterprise could look across all of its workers to mix and match the best skills?

That’s the promise of “workstreaming,” a phrase coined by Salesforce.com Chief Scientist JP Rangaswami."

www.zdnet.com/...45707

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“What does a newbie do in a game? He goes into a sandbox and gets inducted. He has to figure out how things work and the game controls. At a company this is purchase orders, how to hire and find resources,”
Workers will choose what tasks to get down and missions will be bottom up and collaborative.” Much of this approach will come with the generation changes. Your future employees are just a defend bunch.
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- As for team building, the old model was that someone told you what employees were on a team. In reality, workers pick people they want to work with. Same deal with a multiplayer game.
- Phase one: Collaboration platforms allow people to be recognized for things they’ve done. Say there’s a question that needs an answer. An employee points the other employee to a case history and a presentation.
- Phase two: Once ratings are established, a company can put in a rule. If you contribute you will get recognized. Badges are a possibility here.
- Phase three: These badges become assets needed to get the right to play the game of work. “You could say that you don’t have the right to participate in a project until you have three badges,
- Phase four: The ultimate comes when workers can trade skill shortages and credits. The organization can adjust skills and capabilities and has the analytics to see work develop.
- “It changes the negativity of the enterprise and avoids the blame culture. It’s harder to game the system if everything is transparent. it should be able to expose the truths about a company.”
- According to Rangaswami the future of work is more about monitoring patterns not processes. “We need to stop pretending the same things happen over and over,” said Rangaswami. “In knowledge work different things always happen and we spend time on exception handling thing that aren’t standardized. We need to lean back, see patterns and say ‘we’ve seen this movie before.

Mar

4

2011

Is Business-centric Social Networking a Revolution -- or a Ruse?

"Programs like Twitter, Facebook and LinkedIn have become a popular way for families and groups of friends (or groups of strangers) to share information and organize their lives. Now corporations are hoping they can tap into those capabilities as a way to improve employee productivity, collaboration and communication on the job -- and a long line of software vendors, such as Cisco, SAP, Oracle, Microsoft, IBM and Salesforce.com, along with upstarts like Yammer, are hoping to position themselves as the platform to integrate social networking and business processes.

But will it work? And is it worth it?"

knowledge.wharton.upenn.edu/article.cfm

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socialnetworking business interactions organization silos businessprocess communities

"Clearly, social media has revolutionized how human beings interact," says Kendall Whitehouse, director of new media at Wharton. "It's logical to ask how it can transform internal business processes.
Wharton management professor Nancy Rothbard says the introduction of social networking into office culture could have "profound" implications for the way businesses are structured. "The benefit of social networking is that it creates communities, but it creates a very different kind of community than offline communities,"
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- The piece of this that can be really amazing is that it creates community action, awareness and knowledge about issues and events that may be relevant, and creates a sense of intimacy, which can lead to trust and closeness."
- It is unclear, however, if that idealized scenario can be fully achieved in a real-life workplace,
- IBM executives talked about how the company was working to integrate social tools into its own operations with the addition of collaboration software for viewing documents, forums to post ideas and mobile applications.
- Cisco CEO John Chambers said the company has been using social networking internally to "flatten the organization." In this model, social networks are used to build product and project management teams.
- Chambers said in October that Cisco's move to use a social networking hierarchy to run the business was among the most significant challenges facing the company. "The thing that's about to change for organization structures is that executives will serve on social networking groups ... based on function," noted Chambers. In this model, executives are viewed more as general managers and can be called on to fill multiple functions based on their expertise.
- I started to see [that] the people adding value in the company were not the senior VPs and the VPs, but this powerful network of individual contributors [providing business ideas]."
- For one thing, employees could easily become overwhelmed by too much communication. For another, there are significant variances in the way people post on social networking sites -- or whether they post at al
- There are uses for social networking as a collaboration tool when working together in teams," she says. "However, merely having social networking on all the time can divert employee attention."
- "It's not clear that corporate social networking will be any different than what was offered before," Hill notes. "The employee asks, 'Why would I trust your team with my information?' The tools are better, but information is still in a silo."
- "To succeed in a big way, social networking will have to interface with standard enterprise software."

Mar

1

2011

Les outils sociaux en entreprise ne font pas seuls la compétitivité

"

En 2010, plus de 65 % des entreprises avaient déjà mis en place des logiciels qui facilitent la communication et la solidification des liens sociaux. Pour autant, cela ne veut pas dire qu’ils sont acceptés par les utilisateurs, rapporte Deloitte dans une étude sur l’utilité des logiciels sociaux en entreprise. "

www.atelier.net/...reprise-ne-seuls-competitivite

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Qui précise qu'il faut du coup mettre en place des objectifs clairs dans la pratique et axer la stratégie sur les gains de productivité. Les entreprises doivent en effet bâtir une véritable stratégie d’utilisation et de traitement des données collectées.
64 % des entreprises qui ont adopté ce type de logiciels connaissent des réticences de la part du management.
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- De plus, l’étude souligne que beaucoup les entreprises qui ne veulent pas mettre en place ce type de solutions, alors même que l’investissement est souvent peu important, y perdront beaucoup. Elles risquent en effet de prendre du retard en termes d’innovation.
- Les logiciels utilisés doivent permettre d’améliorer la productivité à court terme et de transformer les modèles d’organisation et de production sur le long term
- Du côté de Dell, en un an, 55 % des employés ont utilisé le logiciel social. Il en ressort déjà 4100 idées, 225 000 votes et 18 500 commentaires.

Feb

23

2011

IBM’s Strategy to Manufacture Social Networking Surprises

"The increased potential for generating surprise is a crucial difference between the kind of technology that most of us rely on every day and the sort that has arisen in the era of Web 2.0 and social networking. The more surprises a technology can produce, the greater its potential value. A few examples explain why this is true and may spark some thinking about how to increase the surprise factor in your business."

blogs.forbes.com/...re-social-networking-surprises

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IBM socialnetworking enterprisesocialsoftware activitystream socialbusiness collaboration ERP CRM businessapplications

Contrast this with most of the business tools we use. There is almost zero potential for surprise in most of our environments. Our email inboxes are about the only place we can truly be surprised by something. In most other business applications, we get answers to questions that we have asked.
The goal of enabling every business application to generate surprises is the main driver behind IBM’s creation of an ecosystem to support activity streams.
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- The Activity Streams Project is being implemented in two ways: by extending the Atom Syndication format and by adding a JSON-based format to the Open Social 2.0 standards.
- The standard defines verbs that describe what people have done (join, post, mark as favorite, etc.) and objects (article, bookmark, person, comment, photo, etc.) that may be acted upon by actors .
- IBM is using the activity stream standards to create applications that can aggregate activity streams from many different sources. The idea is that applications of all kinds, from ERP to CRM to collaboration systems to HR and so on will all be able to post important events and information to the news feed.
- Imagine such messages as “John Doe changed sales opportunity for WidgetCo to 50 percent down from 80 percent” or “Ian Farquharson notified Supply Chain Manager that Shipment X to Key Customer is delayed.”
- there will be native activity stream applications on mobile devices and tablets that will communicate with a cloud-based service that does the aggregation and helps figure out which activity streams are important to you.
- In addition to simple notification, the activity streams data could also include payloads of information that could be used by the device or the cloud-based service to perform activity
- The ultimate goal for IBM is not only to show that this suite of applications can be more valuable through integration of news feeds created from activity streams, but to also to act as a conduit so that the rest of the applications and sources of information used in a business can have their value amplified by social networking mechanisms.
- Their job is to show that this interconnected collection of applications is going to become the center of integration, a collaborative dial tone for business applications.
- If they can get SAP, Oracle, and all the other business application vendors to play along and integrate their technologies into their suite, end users could be treated to powerful surprises.
- The other players at the enterprise level, entrants such as Jive Software, Salesforce.com’s Chatter, Cisco’s Quad, Google Buzz, and others have offerings that have a smaller functional footprint.

Quand les réseaux sociaux servent à former des équipes de travail

"« Alors que de plus en plus d’entreprises incitent leurs employés à recommander des candidats dans leur programme de recrutement, l’intérêt de former des équipes en utilisant les réseaux sociaux est devenu évident», expliquent une équipe de chercheurs de Yahoo! et Google. Dans une étude, ils proposent donc une méthode pour identifier au sein d’un réseau les meilleurs éléments pouvant former une équipe regroupant les compétences nécessaires à la réalisation d’un projet donné. "

atelier.net/...vent-former-equipes-de-travail

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humanresources staffing competences socialnetworking socialnetworks teambuilding projectteams

Pour cela, ils se sont intéressés au graphique représentant un réseau social de professionnels. Dans celui-ci, chaque individu est un nœud du réseau et les connexions entre les nœuds du réseau représentent les liens entre les différents individus.
u. Les chercheurs ont ensuite développé un algorithme permettant de calculer la meilleure combinaison d’individus en fonction de critères prédéfinis (nombre de personne constituant l’équipe et compétences à réunir), le tout en assurant un maximum de cohésion dans l’équipe.
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- Les chercheurs reconnaissent cependant que leur solution est encore imparfaite pour deux raisons. La première, c’est qu’elle part du principe qu’un individu est soit compétent dans un domaine, soit incompétent, sans parvenir à prendre en compte un degré de connaissance plus subti
- Par ailleurs, la valeur d’une équipe dépend aussi d’éléments plus complexes comme le contexte culturel, la personnalité ou tout simplement la capacité de chacun à s’intégrer au sein d’une équipe.

Feb

16

2011

SharePoint: The World's Most Impersonal Network - SharePoint Expert Blog

"What we value most about social networks isn't the number of friends, invites, reconnects, or diversions from the dullness of rote tasks. It's more basic that that.

It's that we know where they stand -- they're either vibrant and flowing or they die. There are no static forms of social media. They're either teeming with news and gossip or they lose their social life.

Not true in our ECM fortresses. Our firewalled networks have a forced look to them. The implicit agreement that we honor our employment contracts by showering our intranets with the nuggets from our C:\ stretches boundaries few are willing to cross -- if your ancestoral home is architected in SharePoint."

www.aiim.org/...Worlds-Most-Impersonal-Network

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sharepoint ECM socialnetworking socialnetworks enterprisesocialsoftware

The same software company that made personal computing possible would be responsible for the world's most impersonal network. That's because the actual interest stories are buried in the haste of a lumbering, kludgy, one-way conversation labeled "document uploads to SharePoint."
But the actual reasons behind why this disembodied document leads a double-life on the SharePoint server seems more relevant to the sleuth-work of knowledge forensics than ...

* to the details that divulge the context of the material
* to the larger objective it served in the life of the project
* to the deliberations of the team that drafted it.
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- Without it all documents are equal before the eyes of SharePoint and that's an injustice to our users. That's the kind of equality guaranteed to bring little understanding, participation, and even less personality to the world's most impersonal network.

Feb

12

2011

Réseaux sociaux d’entreprise et management

"ConnectCollaborateContribute. C’est à la fois le slogan et la vocation de réseau social d’entreprise d’Alcatel-Lucent : Engage. Stéphane Lapeyrade, Communication manager en explique le fonctionnement et les objectifs, lors de son intervention à Media Aces.
Engage compte 41000 inscrits, 2000 groupes, 10 000 utilisateurs actifs et 2000 contributeurs par semaine… Des chiffres qui donnent le tournis. D’autant que le réseau social interne est un nouveau-né : tout juste créé en 2010. La clé du succès ? La liberté. La liberté donnée, à chaque collaborateur, de créer un groupe, sur le réseau social interne de l’entreprise. Libre encore, à chacun dans l’entreprise d’y souscrire et d’y contribuer."

www.communication-web.net/...%80%99entreprise-et-management

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socialnetworking alcatellucent casestudies socialbusiness enterprise2.0 silos management trust engagement

A commencer par l’édition d’un profil personnalisé. Comme sur Facebook, Viadeo ou Linkedin. Seules les cordonnées (mail, teléphone,…) proviennent de l’annuaire de l’entreprise. Pour le reste, chacun renseigne son profil à sa guise : description, parcours, expertise, centres d’intérêts professionnels… ou non. Chacun choisit la ou les photos qu’il souhaite associer à son profil, y compris des photos personnelles.
Les salariés américains n’hésitent pas à publier des photos relatives à leurs hobbies
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- Plus étonnant encore, les groupes ne sont pas limités à un usage strictement professionnel. Certains groupes se créent sur des thématiques fédératrices et personnelles, comme la photo ou la cuisine,… Oui, c’est étonnant mais permis. Voire encouragé
- Seconde clé de cette réussite : l’implication du management. En particulier celle de Ben Verwayyen, le nouveau directeur général d’Alcatel-Lucent (depuis 2008). Intervenant actif sur Engage, le DG donne le ton et incite, de fait, les salariés à intervenir, créer et prendre la parole. Son blog interne est d’ailleurs ouvert à tous les commentaires.
- Les débuts ont été timides. Les premiers group owners (créateurs et adminstrateurs d’un groupe) et leurs premiers membres hésitaient un peu à intervenir, et plus encore à sortir du langage mainstream et ultra-positif des échanges convenus que l’on connaît en entreprise… Mais très vite, voyant que la liberté de parole et de ton étaient implicitement et explicitement autorisée par le DG lui-même, Les échanges se sont faits plus authentiques
- les chiffres sont là : en moins d’un an, sur les 73000 salairés du groupe, 41000 se sont spontanément inscrits sur le réseau social de l’entreprise
- Stéphane Lapeyrade souligne l’attention particulière qu’il porte à la mesure des usages du réseau : le ciblage des groupes, les éventuels doublons, la possible surcharge d’information, le risque de fracture numérique… Et peut-être même la constitution de nouveaux silos.
- A l’évidence, Ben Verwayyen l’a très bien compris. Et mis en oeuvre. en passant d’un management Command and Control à un management Trust and Engage.

AT&T Helps Internal Leaders Engage Their Employees Through Social Brainstorming

"At the IBM Lotusphere and Social Business Industry Symposium conferences, I talked to Blair Klein, Executive Director of Emerging Communications, at AT&T and Mark Glyshaw, her team’s Principal Technical Architect about their internal Enterprise 2.0 network called tSpace and their social brainstorming tool, tStorm, implemented internally in 3Q2010"

blogs.forbes.com/...s-through-social-brainstorming

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socialnetworking at&t casestudies socialbrainstorming innovation tStorms culture leadership trust decisionmaking

Ms. Klein described a scenario of how an executive in the Small Business unit began with blogging to develop a regular communiqué with their organization and created a following both within their group and across the organization. They use a tStorm social brainstorm activity to continue the conversation beyond their team meetings and all-hands calls. This town hall model leads to greater engagement with their employees and relevance to the wider organization.
This model works in particular because the leader has taken the time to transfer her conversation from the traditional conference call mode into an online social environment.
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- This takes culture transformation in the work behavior of employees, which takes keep the drumbeat of “this is the new way to work with me.”
- What is interesting about AT&T’s tStorm is that this is easy to deploy rapidly for any executive who wants to sponsor a discussion for their organization.
- For the leader this means that you will need to participate directly—not have an assistant do it—to develop the belief and trust in employees that you are earnest in working this way.
- It is not about making decisions democratically unless that is your leadership style, but about being open to feedback—a sign of a leader people want to follow.
- To date, they have had well over 500 new ideas suggested, with 50 currently being implemented.
- They have nearly 5 million lookups on the corporate directory per month. That shows employees are keenly interested in finding each other. As a whole, this paints a picture of an organization that is moving towards greater agility, developing employee relationships and engagement, and helping their leaders use the power of collective intelligence to solve their pressing needs.

Jan

17

2011

Richard Veryard’s How Can IT Fix the Problems of Stupid Organizations « Fredzimny's CCCCC's

fredzimny.wordpress.com/...oblems-of-stupid-organizations

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