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

"Innovation may be an organization's life blood, but still its success rate in most companies hovers at just 17%. Even innovation leader P&G succeeds less than 50% of the time.

What prevents companies from innovating better? One possibility is that managers don't really want their people to innovate, no matter what they say otherwise."

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""Social is running out of hours. Social is also running out of people," concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don't have any extra time for social networking, and it's a saturated market. "

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"Last week I asked if you were engaged in your work? Another post-Labor question is whether your job should have defined hours. This is the question asked by Mathew Ingram at Gigaom. Many people already do not have defined hours and I am one. However, I do not think there is a blanket answer. For example, many customer facing service jobs require either constant coverage or coverage during defined hours so the staff proving this coverage needs to be scheduled and coordinated. In addition, work that requires synchronous teamwork such as factory production lines need coordinated schedules."

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"Gamification is the use of game play mechanics for non-game applications (also known as "funware"), particularly consumer-oriented web and mobile sites, in order to encourage people to adopt the applications. It also strives to encourage users to engage in desired behaviors in connection with the applications. Gamification works by making technology more engaging, and by encouraging desired behaviors, taking advantage of humans' psychological predisposition to engage in gaming. The technique can encourage people to perform chores that they ordinarily consider boring, such as completing surveys, shopping, or reading web sites "

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"There is a common misconception in the world, especially amongst younger people, that you have to work hard and pay your dues, even if it means being miserable. For some reason people seem to think that they have to be miserable for the first few years of their work life in order to get to where they want to be; either professionally or personally. "

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"Un récent sondage du groupe Cegos auprès des managers européens a montré que 79 % d'entre eux passent moins de la moitié de leur temps à manager leurs équipes "

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"Les dernières stats dont je dispose sur facebook font état de 55 minutes par jour et par utilisateur en moyenne. Vu la poursuite de la progression du réseau social numéro un et le fait qu'il ait dépassé les sites Google en temps passé aux US, ce chiffre est probablement plus grand maintenant.

Considérons dans un second temps les 3h quotidiennes en moyenne passées devant la télévision.

Je suis convaincu que certains vont sur Facebook en regardant la TV, ou regardent la boite à Hertz en discutant sur Facebook de l'autre, on ne peut donc additionner ces temps de cerveau disponible."

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"Focus on saving time for your employees if you want to create an intranet that delivers true value to your organization."

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"I do believe that social environments can have a powerful impact on an organization's "lateral connectivity" so to speak (vs. top-down). As background, I've looked at expertise location/automation systems since they emerged in the late nineties with Tacit (recently acquired by Oracle) perhaps being the most well-known."

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We all want to be more productive and know that where we’re spending our time is worthwhile. I’m asked this question a lot and I see it of others, so I wanted to discuss, in specifics, some of my most productive activities in social media, and some of the biggest time wasters I encounter (and avoid wherever I can).

First, it’s probably helpful for me to articulate my goals for social media participation. Mine might be different than yours, so you need to bear that in mind when reading this. I’m looking at these tasks and activities through this specific lens.

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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.

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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.

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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

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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.

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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.

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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.

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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.

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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.

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Here’s a three-step plan for allocating your time wisely—and strategically.

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