The Competitive Advantage of The Unexpected
As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity.
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Digital Nomads - Measuring Progress In A Dispersed World
In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.
more fromwww.digitalnomads.com
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Launch of the Enterprise Social Network Strategy report: what senior executives REALLY think about social networks inside the organization - Trends in the Living Networks
The majority of large Australian companies are trialing social networks within their organisations and senior executives believe that, rather than being a waste of employee time, there is substantial value to be harvested from connecting with Web 2.0, a report released today says.
more fromrossdawsonblog.com
Architecture Organisationnelle: Petite Réflexion Prospective sur l’Entreprise de Demain
Le fait que le traitement et le transfert de l'information deviennent progressivement la majorité du travail de la majorité des entreprises moderne conduira nécessairement à s'affranchir du « chaos » actuel en termes d'utilisation des différents outils. Le chaos vient d'une part du fait que nous utilisons le même outil et le même canal pour gérer des flux très différents. Ceci nous conduit à des situations d'embouteillage, où des flux de basse priorité obstruent les canaux (un sujet déjà abordé). D'autre part, l'utilisation des différents outils est personnelle, et chacun utilise ses propres règles, ce qui conduit à des incompréhensions et de l'inefficacité. Ce sujet est d'autant plus important que les canaux électroniques se multiplient, et est donc aggravé par l'apparition des outils « Web 2.0 ». Mon intuition est que le volume et l'importance croissante des communications vont conduire à l'émergence d'un « ordre », au moins selon les 3 axes suivants :
* La séparation du signal et du contenu. Elle permet d'utiliser les canaux réactifs (faible latence) pour propager le contrôle, et utiliser les outils collaboratifs pour gérer le contenu (avec des gains évidents en termes de partage, de sécurité, de sauvegarde, …). Ce point est déjà compris et noté par les spécialistes de l'entreprise 2.0 (voir les articles de Fred Cavazza).
* Séparer les flux critiques des non-critiques, les flux liés aux processus métiers des flux informels. Il faut utiliser l'abondance des outils pour que chacun soit utilisé à bon escient, et de la même façon par tous (bien sûr). Cela passe par la rationalisation et l'édiction de règles collectives (cf. le chapitre 5).
* Une gestion plus rigoureuse du temps. Le temps est clairement devenu la ressource critique dans les entreprises. Il ne sert à rien d'avoir le téléphone ou l'email d'une personne si vous n'avez pas son attention. La multiplication des flux est illusoire, et les outils modernes offrent des « tuyaux bouchés ». Les outils de pilotages des flux critiques liés aux proce
Social Networking in the Workplace - Not Evil Just Needs to be Managed
The thing is, if people want to waste time at work:
(a) they don't need a computer,
(b) it is a management issue, and
(c) it says something important about the individual concerned and their relationship with that particular workplace.
[...]
Strangely enough there is a phone on every desk in offices nowadays and we tend to use them responsibly. Where individuals are irresponsible in using the telephone the managers counsel or fire the recalcitrant. The majority of us make the odd personal phone call.
more fromwww.socialmediatoday.com
Is Your Workplace Results Oriented or Time Oriented?
But a new type of workplace is emerging, one that is more results oriented and focuses on what you accomplish rather than how many hours you log in.
more fromwww.theappgap.com
No Schedules, No Meetings—Enter Best Buy’s ROWE - Part 2 - The Blog of Author Tim Ferriss
interview with the co-developers of Best Buy’s results-only work environment, which has increased output at headquarters 41% and decreased quitting up to 90% in some divisions.
more fromwww.fourhourworkweek.com
No Schedules, No Meetings—Enter Best Buy’s ROWE - Part 1
ROWE stands for Results-Only Work Environment. In a ROWE, each person is free to do whatever they want, whenever they want, as long as the work gets done. Currently, there are two authentic ROWEs—Fortune 100 retailer Best Buy Co, Inc. and J. A. Counter & Associates, a small brokerage firm in New Richmond, WI. At both organizations, the old rules that govern a traditional work environment—core hours, “face time,” pointless meetings, etc.—have been replaced by one rule: focus only on results.
more fromwww.fourhourworkweek.com
Harold Jarche » Time Out
What I find really interesting is that we finally have technology that makes it possible for us to do most work anytime, anywhere, yet we continue to stick with our same old paradigms of working in a particular location during certain hours. We also stick by our belief that time is the best measure of what we do, rather than results.
more fromwww.jarche.com
Are You Spending Your Time the Right Way? - Harvard Business Online's Conversation Starter
Here’s a three-step plan for allocating your time wisely—and strategically.
more fromconversationstarter.hbsp.com
CoachingLeader le blog: Gestion du temps : Email, quand l’outil contrôle l’esprit
Et quand on passe sa journée à traiter ses emails il se peut que l’on perde de vue ses objectifs , leur accomplissement et le sens que nous devrions apporter à nos responsabilités.
more frombestpro.typepad.com
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