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

"Les DRH ont un rôle clef à jouer dans la transformation numérique des entreprises. Elles doivent positionner les usages et l’acculturation au centre des réflexions et projets numériques."

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"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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"This corporate immune system, as you might have guessed, is known as company culture. It’s a shared set of norms, practices, customs, expectations, and habits that have formed around and perpetuate how a company works and operates. While company culture is great at making the business function as expected and helps foster continuity and order, it’s also astonishingly good at killing off attempted changes to the system; undesirable and desirable both. It’s one reason why the entire industry of change management has emerged, so that companies can keep up with the our era’s ever increasing rate of change, of which technology itself is the most disruptive and high-velocity example."

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"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

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"New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation."

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"As many enterprise companies today begin to demonstrate “social business” behaviors, they will start experiencing various levels of culture change with the people of the organization, process and technology. The following are 15 indicators of social business transformation. It’s important to realize that while some of these behaviors are dependent on each other, they are mutually exclusive and not necessarily in chronological order."

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Il convient de relever les nouveaux défis de la complexité de cette entreprise nouvelle et d'assembler les premières pierres de l'édifice qui reste à ériger. Celui du modèle de création de valeur et du fonctionnement de l'entreprise nouvelle dans un monde ou l'énergie et la matière, les ressources et les ingrédients de base de l'ère industrielle que nous laissons peu à peu derrière nous, laissent place à l'information - la nouvelle énergie - et à la matière grise que chacun active.

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"Le temps où les entreprises étaient installées sur des stratégies monolithiques basées sur le moyen et long terme, sur des compétences stables et des ressources structurellement identifiées est bien révolu. Aujourd’hui, le changement n’est plus une rupture par rapport à un mode de fonctionnement identifié mais c’est devenu un mode de fonctionnement en soi. Le nouveau modèle économique repose sur le concept même de changement : une transformation continue de l’organisation liée à des contextes mouvants."

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"As I mentioned on twitter, my peer Jeanne Murray and I are presenting a session at the Enterprise2.0 conference in Boston next week that describes an overall view of how we think e2.0 has evolved in our organization. The focus here is not on the technologies themselves but on the human capabilities, interests, and mindset as it has evolved over time. It talks about what we used to think about social computing and how that as changed or evolved with each stage. "

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Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it's that old bugaboo, a lack of "leadership commitment." If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?

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The value of social media is relative to the cycle of social media transformation that is vetted through the marketplace of peers. Past industries were started, enabled and created by conversations that led to innovation.

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I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.

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Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.

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Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

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Mais plus encore que la démonstration, les dirigeants devront sensibiliser les employés sur le fait qu’un projet de transformation n’a pas pour seul objectif d’améliorer le profit de l’entreprise, son expansion / ou sa survie sur le marché. Il a également pour objet de créer des avantages intangibles, tels que le développement des compétences et du travail en équipe, la création d’un environnement de travail plus satisfaisant et bien d’autres avantages encore.

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This life-cycle is the stages in which I have seen organizations, communities, and businesses adapt to the changing and available technologies that help their organization grow and thrive. This may ring a little familiar to those who are familiar with the Software Development Life-cycle (SDLC), the long, costly, and project creep way of doing business. In this approach, we do not wish to reinvent the wheel. We firmly believe that there are many excellent open-source solutions that are ideal for business collaboration, communication, networking, and transparency.

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La crise qui s’annonce durable, contraint les organismes publics et privés à réduire la voilure pour traverser sans trop d’encombres la tempête.
Pour ce faire, celles-ci lancent des « programmes de transformation » de leurs fonctions métier et support en vue d’améliorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).

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Over the next few weeks I'll be posting a series of articles that deeply explore a strategy for using the power of Web 2.0 ideas to move businesses into the 21st century. These strategies will drive forward any organization to not only survive present economic circumstances but drive growth and innovation while transforming safely to what increasingly appears to be a generational change in the business landscape. In other words, what you've been doing in the past will often no longer apply in the future. The assumptions that we've learned in a previous generation of IT and business education and occupations are frequently mattering less and less to how we accomplish our work and live our lives.

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