Bertrand Duperrin's Library tagged → View Popular, Search in Google
"The elephant in the social media room at the moment is that most corporate social media initiatives to date have been tactical experiments. Of those, few have generated meaningful business results. Sure, people have built up Facebook Fans and Twitter followers or they have launched the odd viral video on YouTube. They have claimed these as a success, but in reality these metrics should never be the end goal. "
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A relatively small number of companies have pushed things further and achieved real, transformational results
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Most large enterprise clients I meet acknowledge that the age of social media experimentation is now coming to an end. They want practical advice as to how to move from social media experimentation to social business transformation.
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"Questions such as the ones above are evidence of technology-centric thinking, and as such they are more dangerous than they might sound at first. We really don’t help to make it easier for users to do their job by asking these questions. We might get all excited about a new feature, tool or design, thinking it will really help to increase the users’ productivity, but unfortunately the opposite often becomes true; for every feature we add, we add to their burden. The simple reason is that we use the wrong starting point for our questions - the technology."
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- The questions we should be asking are such as the following:
- How do we help users create workspace awareness? How do we help them know what is happening and when it’s their time to contribute?
- What information do users need in different situations? What information would be relevant to them?
- How can we help users share their opinions, ideas, experiences, knowledge with each other?
- How can we help users do their job whenever they need to, wherever they are?
- How can we help users who collaborate communicate better within their teams as well as beyond?
- What kind of technical capabilities do users need to perform their tasks?
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We should stop asking questions about intranets, SharePoint, mobile devices, blogs, and wikis. Instead, we should ask ourselves and others what users need in order to do their job in different situations
"les DSI cumulent de plus en plus de missions, avec récemment celles de séduction, d'embauche et de fidélisation des employés. Sont-ils en train de devenir des DRH ?"
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En deux mots, les employés ne sont pas satisfaits des mesures prises par leurs DSI en termes de mises à disposition de terminaux.
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st-ce que la technologie est un facteur attractif pour travailler dans une entreprise ? C'est sans surprise que 72% des français répondent oui
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"Societies have never been good at moving from one big tech-induced change to another. The industrial revolution wrought havoc on populations. Production lines were thought to dehumanise people, and modern agriculture is still vilified, instead of being celebrated. And people now worry that technology will drive us towards some singularity where people are no longer required."
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We are talking mass unemployment, people replaced by machines, old ways and conventions abandoned, history and tradition rendered worthless
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Many cite oppressive and excessively demanding management regimes. And certainly the evidence is that the ratio of managers to active contributors and material expenditure has grown excessively, as depicted in this graph for one first-world nation.
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"L'initiative dite de la promesse numérique (Digital Promise Initiative) est un projet de la Maison-Blanche consistant à bonifier l'utilisation des technologies dans les écoles américaines.
Pourquoi maintenant ? Parce-que l'école américaine n'a pas été en mesure de suivre le rythme accéléré des progrès technologiques et réseautiques des dernières années, et de s'y adapter en conséquence"
Some programs go beyond just finding documents with relevant terms at computer speeds. They can extract relevant concepts — like documents relevant to social protest in the Middle East — even in the absence of specific terms, and deduce patterns of behavior that would have eluded lawyers examining millions of documents.
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the studios examined six million documents at a cost of more than $2.2 million, much of it to pay for a platoon of lawyers and paralegals who worked for months at high hourly rates.
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Now, thanks to advances in artificial intelligence, “e-discovery” software can analyze documents in a fraction of the time for a fraction of the cost. In January, for example, Blackstone Discovery of Palo Alto, Calif., helped analyze 1.5 million documents for less than $100,000.
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"Matt Richtel a continué son enquête pour le New York Times sur le “pari éducatif high-tech”. Comme le montrait déjà le début de son enquête, ses derniers articles dessinent un fossé, une coupure assez radicale, entre ceux qui croient dans les vertus des technologies pour l’éducation et ceux qui n’y croient pas"
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Les logiciels éducatifs sont à l’éducation ce que les logiciels d’entraînement cérébral sont à la cognition : un vaste marché dont les fondements ne reposent sur aucun résultat démontré.
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À Augusta, Shelly Allen a déclaré que son district n’a pas les moyens d’étudier l’efficacité formelle du Cognitive Tutor. Mais les professeurs qui l’utilisent ont vu que des élèves médiocres étaient en mesure de rejoindre des classes ordinaires
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"A growing number of companies talk about the benefits of adopting web 2.0 tools inside the organization, but the list is short for companies that are using them for increased business results.
Unisys, the 138-year old tech firm, has quickly made "going social" part of its culture. Here's how they did it, and how they're using social media tools to become more agile, to share knowledge, and to increase the speed of innovation."
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One of the biggest barriers to social collaboration is a disconnect between aspirations to become collaborative and the reality of being a closed organization. Unisys CEO Ed Coleman addressed this through leading by example
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Gloria Burke, Director of Knowledge Strategy & Governance, along with co-directors John Knab and Rajiv Prasad, launched Inside Unisys, a social network internal to the firm. Coleman began blogging and soon his senior executives encouraged their teams to do so as well. Employees are automatically alerted to blog postings and microblog postings on the newsfeeds on Inside Unisys. Over time, Unisys sales people began using Inside Unisys to share information about recent wins as well as share lessons in losses.
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I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
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I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
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- (Social) CRM as a process (or function)
- (Social) CRM as a strategy
- (Social) CRM as a philosophy (or mindset or logic)
- (Social) CRM as a (cap)ability
- (Social) CRM as a technology
- (Social) CRM as a practice (or as practices)
Regardless of the definition you’ll read or try to tweak, it will be one that fits into the following 6 (valid and viable!) concepts of CRM:
OR, as a combination of all or some of the above concepts, in a non-alphabetical order.
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"Interesting stat in The Telegraph about how employees are more productive if they use their own gadgets:
According to a YouGov survey, businesses who let employees use their own technology see productivity increases of up to 30 per cent.
That makes it more important than ever that technology is as good for the home as it is for the office – with 45 per cent of businesses already allowing employees to use their own computer equipment, the number of reasons to put up with poor kit are diminishing. […] in 50 per cent of cases, a personal device offers greater functionality or flexibility than the one provided by the employer."
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Single purpose devices for work vs. play are starting to make less sense as well. But for CIOs, deciding whether to relinquish control of devices has more to it than just ignoring Dell or Apple’s sales call.
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Consumer device proliferation has far exceeded the pace of enterprise software design for the most part and so, expect the opposite problem where its our software that can’t handle our hardware. Using our personal hardware is really going to expose how terrible our interfaces are in the enterpris
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"The problem with this is that there will never be an ROI from an emergent collaboration technology precisely because technology is just that…technology. We are talking about tools that enable us to collaborate and do “things.” "
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The ROI or the value comes from the activity and from the actual collaboration, not from the technologies themselves.
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We use our emergent collaboration platform, find the best people to connect with, build the product, and finally develop a working revenue model. Now that the product has been developed and is generating revenue how to we attribute a certain portion of that revenue to our ability to find the right people to work with on that project?
"Today, 22% of employees say that they have used a non-IT-provisioned service over the Web to perform their job function —not to update their Facebook accounts, but to do real work.[i] Many employees are no longer relying on IT to provision, manage, and run their technology because they feel IT is too slow and puts unnecessary restrictions on their use of technology. Many customers expect on-demand information, customized user experiences, and mobile apps that IT is expected to deliver quickly, cheaply, and reliably. Some CIOs have reacted to this shift by vigorously defending their turf from these encroachments. Others have ceded control to third-party service providers and business managers who now make their own technology decisions."
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From alignment to convergence. CIOs who can only take orders, who can't speak the language of the business, who can't step out of the proverbial back office and into the front lines of the business will not last long.
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From execution to innovation. Project execution and on-time delivery are not goals but table stakes today. Having this focus will not be enough. You must drive innovation and boost business-partner relationships.
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"The attached white paper is an overview of the two main components that make up IBM's technical strategy for social business -- the Social Business Framework and the Social Business Toolkit. It covers the social capabilities that are being developed for the Framework as well as the standards-based mechanisms the Toolkit provides for integrating with the Framework. "
"Some days ago Bob Thompson interviewed Graham Hill about his take on Social CRM. The interview covered a lot of topics, most notably the future of Social CRM about which Graham has a particular view and led Bob to ask the question whether it is necessary to have a CRM system to have Social CRM."
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CRM is a business strategy; so is Social CRM. In an earlier blog titled CRM vs. Social CRM – what is the difference? I discussed differences as I do saw them at that time. My view has slightly evolved since, but this is another side track.
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Wikipedia defines CRM as “a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects
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"The technology adoption lifecycle is a usable model to gain understanding into the adoption process of a new technology or product within a certain population or culture, such as an organization. What it doesn’t tell us, however, is what value it creates as a result of technology adoption. To understand that, we need to look at how the use of a new technology or product affects the ability to perform tasks and achieve goals."
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The key question is not if people have adopted a certain technology, but rather how they are using it and how new and improved practices are being adopted. For an organization that seeks to improve its operations and management, the adoption of a certain technology isn’t really interesting unless it creates value.
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"The technology revolution has brought us a lot—dramatic improvement in what we know about customers and how we interact with them, markedly better information for making decisions, the ability to work through virtual teams scattered around the globe. But its unseen legacy might be something much more fundamental: It has changed the very nature of how people work. One consequence seems clear: The classic job of the middle manager will soon disappear.
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Now technology itself has become the great general manager. It can monitor performance closely, provide instant feed back, even create reports and presentations. Moreover, skilled teams are increasingly self-managed. That leaves people with general management skills in a very vulnerable position. In the past their networks and abilities were built up in one company—but as tenure with a single company decreases, people lose the opportunity to develop deep knowledge that other firms might value. Plus, thanks to the internet and search engines, everyone now knows or can know something about everything. There is little competitive advantage in being a jack-of-all-trades when your main competitor might be Wikipedia.
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Attitudes toward management have also changed. As my research makes clear, Gen Y workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine. What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager.
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Bon c'est décidé, GreenSi va faire ses prévisions et mouiller sa chemise (qui va sécher vite dans ce désert). Des prévisions, oui mais des prévisions vues d'une DSI opérationnelle et loin des boules de cristal. Rendez-vous dans un an pour en parler... mais n'hésitez pas à laisser des commentaires avant quand même !"
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En 2011, les budgets SI vont encore rétrécir : ceux qui auront put montrer la capacité stratégique ou commerciale de leur SI verront au mieux un budget constant, les autres auront un budget plus réduit
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En 2011, le marketing du SI l'emportera sur la technologie : Comment innover et lancer de nouvelles choses dans ce contexte ? Pas facile. A minima se concentrer sur la simplification de la complexité du SI. Ap
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"Le travail collaboratif chez Cisco repose sur 3 piliers :
* Humain: c’est avant tout culturel le collaboratif, il faut donc faire preuve de leadership, modifier le management, évaluer la performance, inciter et récompenser, le top management doit faire preuve d’exemplarité du top et l’entreprise doit faire évoluer le recrutement
* Processus : cela comprend la gouvernance, le développement des compétences, le financement du projet, la logistiques à mettre en place et la coordination des différents cycles (stratégiques/management/business)
* Technologique (je ne détaille pas, ils ont tout chez Cisco ce que vous pouvez trouver sur le web)"
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