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Mar

2012

Why Social Business Keeps Failing to Deliver

" I am starting to question the validity and merit of a good number of motives from companies to become successful social businesses, because in reality they aren’t. They are just grabbing the wrong end of the stick thinking and hoping it will work out eventually, when we all know it won’t, and get away with it."

socialenterprisetoday.com/...iness-Keeps-Failing-to-Deliver

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enterprise2.0 socialbusiness job work humanresources humanrelationships sustainability jobmarket

here’s another one of those thinking out loud reflections that’s been in my mind for a long while regarding Social Business and which I’m now more and more convinced it may be destroying our current business environment as we know it, more than anything else
What if E2.0 and Social Business are the main reasons why we may no longer get the economy to recover as we could, or would, or should, have expected? What if we are all doomed and we are facing The End of a Job as We Know It?
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- Enterprise 2.0 or whatever other 2.0 moniker, was killing the job market and current working conditions, because businesses were adopting this shift for the wrong reasons.
- HR still hasn’t made that transition from Human Resources into Human Relationships, at least, for the vast majority of businesses out there and this means that if Social Business can help them get their business optimise their resources they would be doing so, ignoring the people, and their needs, once again, and like it’s been happening for decades…
- because instead of thriving to become more sustainable businesses where people are treated like people, in a much more trustworthy, responsible and valued perspective altogether, we keep seeing how the business decides to go the other direction and optimises resources
- Shouldn’t we all be focusing on the long term strategy to become socially integrated enterprises where sustainable business growth becomes a norm, more than an exception
- Can a business nowadays, in the 21st century, become a truly connected, transparent, nimble, successful and sustainable social business while optimising operations with layoffs is still lingering around in the background?

Feb

2012

The Changing Role of Global Leaders

"In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever's portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.

To most of us, this did not sound like typical corporate strategy, but Polman's reframing of what it means to succeed in business is not an isolated example. It is indicative of a new generation of leadership emerging at the top of many of the world's largest organizations."

blogs.hbr.org/...it_takes_now_to_lead_a_bu.html

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stakeholders value sustainability Sustainabledevelopment sustainableperformance sharedvalue leadership unilever casestudies

It recognizes this new reality will spell decline for some commercial activities, but growth for others who find better ways of operating.
Across the board we see the top executives of some of the world's largest organizations talking about, taking action on, and defining their success in terms of things that have conventionally been the realm of political leaders and NGO activists. The change has not gone unremarked by management's leading thinkers. Witness Chris Lazslo's work on sustainable value, and Michael Porter's theorizing about shared value.
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- . The new generation of business leaders, they emphasized, must be able to engage meaningfully with multiple constituencies and relate well with all kinds of different actors in society.
- understand the business risks and opportunities of environmental and social trends — and how their sector and other stakeholders (regulators, customers, suppliers, investors, NGOs) are responding to them (82%)
- align social and environmental objectives with financial goals (81%)
- integrate social and environmental trends into strategic decision-making (70%)
- identify key stakeholders that have an influence on the organization (73%)
- understand how the organization has impact on these stakeholders, both positively and negatively (74%)
- engage in effective dialogue (75%)
- build partnerships with internal and external stakeholders (80%)
- engage in and contribute to public policy (60%)

Feb

2012

Corporate Culture: The Only Truly Sustainable Competitive Advantage

"Given enough time and money, your competitors can duplicate almost everything you’ve got working for you. They can hire away some of your best people. They can reverse engineer your processes. The only thing they can’t duplicate is your culture."

www.forbes.com/...tainable-competitive-advantage

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competitiveadvantage culture sustainability replicability

your competitors can see what you deliver, what you get done and the core pieces of how you do it. Even if they can’t duplicate what you do exactly, they can get close enough to hurt you – or take it to the next level and render your processes obsolete.
It’s the context that makes it so hard to duplicate a winning culture. Because every organization’s environment is different, matching someone else’s behaviors, relationships, attitudes, and values will not produce the same culture.
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- The big thing Lou Gerstner did was reversing that attitude. Behaviors and relationships followed.

Mar

2011

L'entreprise est sur la voie de la rédemption

"La cause est donc entendue : l'entreprise – et notamment la grande entreprise – est devenue un mal. Mal absolu selon quelques-uns, mal nécessaire selon les autres. Il lui fallait réagir."

www.lemonde.fr/...a-redemption_1486002_3232.html

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sustainability Sustainabledevelopment management strategy socialresponsability humanresources valuecreation cocreation sharedvalue

Sur le chemin de la rédemption, la première étape a été celle du management compassionnel.
Plus généralement, l'argent versé par l'entreprise à une noble cause vient nécessairement en déduction des sommes affectables à d'autres projets plus rentables. Même si ces initiatives sont précieuses, elles ne peuvent donc pas, pour la plupart, prendre une très grande ampleur.
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- Le deuxième temps de la rédemption est bien engagé. Il concerne la mesure de la performance.
- Ainsi, parmi les entreprises du CAC 40, deux seulement évaluaient en 2008 leurs dirigeants sur des critères non exclusivement financiers, mais aussi sociaux. Elles sont aujourd'hui déjà dix
- Enfin, de nombreuses études récentes ont confirmé, par exemple, que les investissements réalisés par les entreprises en faveur du bien-être des collaborateurs – programmes de nutrition, salles de sport, etc. – offraient un payback plus élevé que bon nombre de programmes industriels.
- Heureusement, le troisième temps de la rédemption est annoncé, avec l'émergence du concept de "valeur partagée".
- Ces exemples s'écartent radicalement de la conception habituelle de la responsabilité sociale d'entreprise. En effet, il ne s'agit ici en rien de générosité, mais d'investissements judicieux. En effet, les problèmes de la société – pauvreté, chômage, pollution, épuisement des ressources naturelles, etc. – constituent pour l'entreprise autant de menaces pour son activité et ses profits de demain.
- L'entreprise peut choisir de se focaliser sur des objectifs principalement financiers et de court terme, en répondant strictement aux besoins immédiats de ses clients actuels. Ou bien, elle peut chercher à traiter, plus largement, les besoins des communautés essentielles à son activité et viser à créer une valeur partagée. Selon Michael Porter, "la valeur partagée est la clé de la prochaine vague d'innovation et de croissance".

Nov

2010

Gartner Identifies Seven Major Projects CIOs Should Consider During the Next Three Years

"“Technology is no longer the preserve of the CIO,” said Ken McGee, vice president and Gartner Fellow. “It has become everyone’s property and everyone’s issue.”

With the IT industry on track to show a compound annual growth rate (CAGR) of 4 percent for the next five years Gartner has identified seven business and IT issues that CIOs should act on during the next three years. “CIOs will need to begin implementing these technologies within three years to meet the six year predictions,” Mr. McGee said. The seven issues include:"

www.gartner.com/...page.jsp

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gartner alignment IT socialsoftware cloudcomputing context sustainability

IT/OT Alignment- Inadequate software management of operational technology (OT) systems will result in a major business failure of a top Global 100 company by 2013.
Business Gets Social -Through 2015, 80 percent of organizations will lack a coherent approach for dealing with information from the collective.
Today, social media is changing the way business is conducted. “Understanding the power of communities, the multiple personas of their members expectations, their aspirations and how to interact with them will become essential skills for business in the 21st century,
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- Cloud Computing- By 2016, all Global 2000 companies will use public cloud services.

Jul

2009

The Generation M Manifesto

Dear Old People Who Run the World,

My generation would like to break up with you.

Everyday, I see a widening gap in how you and we understand the world — and what we want from it. I think we have irreconcilable differences.

blogs.harvardbusiness.org/...today_in_capitalism_20_1.html

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generationM economy society communities sustainability Sustainabledevelopment democracy