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

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

organization coordination dunbar scale scalability context teams management structure organizationaldesign lean interfaces autonomy SOA complexity networks socialnetworks enterprise2.0 socialbusiness podularity

"It is time to rethink. Rather than thinking of organization as an imposed structure, plan or design, organization arises from the interactions of interdependent individuals who need to come together."

organization process structure agility flexibility information

"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "

people empowerment production productivity collaboration collectiveintelligence expertslocation emergence structure coordination relationship

"Face à l'innovation de rupture, je repense toujours à cette citation du Pr. Jean Mathiex (un historien) qui, parlant des mouvements révolutionnaires du XXème siècle, affirmait non sans humour : « un révolutionnaire c'est un terroriste qui a réussi » !
Je trouve que cette citation s'applique fort bien à l'innovation : sans sanction du marché, pas d'innovation de rupture ni de produit révolutionnaire. C'est parce qu'elles réussissent commercialement que les "bonnes idées" et autres rêveries d'ingénieurs ou d'inventeurs deviennent des innovations.
"

innovation structure organization management breakthrough

"If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons:"

humanresources structure coordinatination profiles career humanresources2.0 competences

Many managers these days face a social dilemma. They want to use social media to get input from many different customers and employees, because they know that an organization's judgment is improved if its ideation and decision processes incorporate insights from multiple perspectives. But they can't bring themselves to let employees use social media at work, because they fear too much social activity will hinder productivity. While we're all becoming familiar with tweets, profiles, writing on walls, and open online discussion, the key to turning those conversational activities into business value has been elusive."

socialmedia structure technology social enterprise2.0 productivity feedback

"The "real" Enterprise 2.0 is not a technology or marketing plan, but the reinvention of the enterprise itself. It's a rethinking of the structure, process, culture and even, in some cases, the very purpose of the enterprise.

With technology erasing barriers to participation and communication, we're seeing a change in the nature of how we go about running an organization."

enterprise2.0 organization structure processes culture purpose informationsharing sharing transparency participation leadership collaboration

"Chambers created the following 5 pillars to drive collaboration, an approach we can all learn from. These amount to what I call disciplined collaboration in my book Collaboration: focus on business value, tear down barriers, and create a new organization architecture. (Full disclosure: last autumn I met with the top 50 leadership team at Cisco to discuss collaboration; the information here is all from public sources, however). "

cisco casestudies collaboration johnchambers leadership management incentives structure change socialmedia

I found Tom Davenport's discussion of Why 1.5 is Greater than 2.0 by way of Bill Ives in Mixing Old and New School Communication. Davenport talks about the social reasons in favor of a blend between social and traditional approaches. I think an answer to How 1.5, in this context, is Greater than 2.0 is both social and structural.

1.5 socialweb structure socialmedia enterprise1.5 enterprise2.0

Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.

strategy staff mckinsey 7S socialenterprise people peoplecentrism structure skills sharedvalues values style systems humanresources talentmanagement talent

In an organisation built upon traditional management structures with departments and the like, rigid reporting lines often make for poor communication channels and awkward cross department interactions. Those very structures designed to provide human resource control actually prevent humans from doing what humans do best – connecting. How on Earth does one quickly & easily connect to the right person in another area of the company for help when constrained into following hierarchical chains of reporting? This has been long recognised and working groups, committees and project focussed groups containing staff from across a number of departments or skill bases are commonplace nowadays.

Dr Karen Stephenson, a corporate anthropologist and lauded as a pioneer and "leader in the growing field of social-network business consultants” (Business 2.0 2006), and her company NetForm have been publishing work on social network (think social graph web peoples) analysis for years which quite clearly shows that no matter how one tries to enforce structure on people informal networks of people will emerge – normally based around a specific context. Yet the structure, the hierarchy prevails

structure hierarchy silos socialnetworks management

Whereas, existing organisational teams wanting to form a community are a bit harder as the team already has a structure and dynamic, instead of it being born in the community.
They like having order and one community being the definitive hub for a topic, but the problem is that this community is too big, and people don’t always feel comfortable participating in such a big circle.

Smaller communities are better as people trust their peers and feel confident to participate, plus they have a similar shared context, so community activity is to your calibre…soon it becomes your favourite coffee shop to hang out and talk with your favourites friends about your favourite topic.

communities structure participation creation

Je suis en train de préparer un exposé sur les réseaux sociaux. Non pas dans le sens Facebook ou LinkedIn, mais au sens de la structure sous-jacente, que l'on l'étudie en tant que graphe ou du point de vue d'un sociologue.

Je m'intéresse aux réseaux sociaux depuis quelques années, ce qui est visible à travers les différents posts de ce blog. En revanche, il n'est pas toujours facile d'expliquer pourquoi je trouve cette nouvelle discipline scientifique, à la croisée de la théorie des graphes, de la sociologie expérimentale, de la physique théorique et de la psychologie de la communication, passionnante. Cette science a son journal « Social Networks », auquel je me suis récemment abonné, et son association INSNA.

Je me suis donc livré à l'exercice suivant : quelles sont les 10 choses les plus remarquables que j'ai lues, retenues et que j'utilise dans ma propre réflexion. C'est un exercice subjectif (à comparer avec Wikipédia) et doublement difficile : d'une part il est difficile de résumer un concept en quelques lignes, et d'autre part ces idées ne sont intéressantes que par ce que l'on peut en tirer, ce que je n'ai pas le temps de développer. Voici néanmoins ma liste :

socialnetworks connections sociology structure