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17 Nov 09

What is Social CRM and why it is important

"Social CRM is the business strategy of engaging customers through Social Media for building trust and brand loyalty."

www.customerthink.com/...al_crm_and_why_it_is_important - Preview

socialcrm trust customers brand brandloyalty engagement financialperformance

Research has shown strong evidence that Social Media Engagement correlates to Financial Performance
Engagement is more than just setting up a blog or Facebook profile and letting viewers post comments,

Entreprise 2.0 : Les promesses du management moderne enfin tenues ?

"Peter Drucker est le premier à définir le Knowledge Worker en 1929. L’excellent David Weinberger (un des terroristes du Cluetrain Manifesto) peut bien dire qu’il s’agit là d’une définition pompeuse, elle n’en reste pas moins prodigieusement visionnaire. Toute sa théorie sur les organisations du XXème siècle est articulée autour de ce travailleur de la connaissance."

ceciiil.wordpress.com/...ses-du-management-enfin-tenues - Preview

peterdrucker management knowledgeworkers participation collaboration emergence agility transparence simplicity trust entreprise2.0 management2.0

Cette notion de management participatif est aussi au coeur de la reflexion de Peter Drucker :

Most discussions of decision making assume that only senior executives make decisions or that only senior executives’ decisions matter. This is a dangerous mistake.
La réputation dans le monde connecté est l’évaluation quantifiée de la contribution de l’individu par ses pairs.
2 more annotations...
- As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way
- Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.

17 Sep 09

Going beyond the hype: Identifying Enterprise 2.0 best practices

Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.

blogs.zdnet.com/Hinchcliffe - Preview

enterprise2.0 adoption socialcomputing framework bestpractices communitymanagement costs trust risk bottomup topdown control

18 Jul 09

Dismantle Mistrust Between IT and the Business

While these perceptions are typically not found at the top of IT or business organizations, they are prevalent in the trenches where the work gets done. And they need to be addressed. Without effective internal collaboration between IT and the rest of the business, technology will continue to be underutilized and the potential under-realized. How, for example, can companies leverage collaborative technologies when the teams tasked with exploiting the tools have difficulty collaborating?

blogs.harvardbusiness.org/...ntling-mistrust-between-i.html - Preview

IT business collaboration trust mistrust learningcurve relationship problemsolving

21 Feb 09

Potential Pitfalls in Enterprise 2.0

First of all, let me recap some of the key fundamentals of Enterprise 2.0 - social networking with friends, colleagues and business partners, collaboration on job specific tasks (possibly on the same platform), sharing and trusting people in the network. So what are the potential problems people might face?

www.bluethots.com/...tial-pitfalls-in-enterprise-20 - Preview

enterprise2.0 socialnetworking privatelife problems sharing collaboration risk trust

The problem of work life balance comes into play. Without control, for example, someone might be responding to emails on their honeymoon because a server crash and he saw a SOS on the wiki. We can’t be working all the time. We need to know when to stop.
However, some teams can never decide on the proper cause of action or agree on certain things.
2 more annotations...
- Sharing - free rider problem will always be a problem. “Free riders” are those who consume more than their fair share of a resource, or shoulder less than a fair share of the costs of its production.
- Trust - when one join a social community and put trust in their network, its like opening the front door of your house to the people in the neighbourhood.

24 Jan 09

Reiser 2.0 : Weblog

This is pretty cool and probably the dream of any online marketeers. Community created content is TRUSTED by the community !

But how can you build trusted "bottom up" content?

Its all about how you facilitate the communities !

blogs.sun.com/...through_facilitated_communties - Preview

communities trust facilitation content

1. We need to build a content trust model
2. We need to build a reputation model
1 more annotations...
- 3. Facilitated community facilitation

09 Jan 09

Corporate apocalypse - Management Today

The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.

www.managementtoday.co.uk/...870435 - Preview

downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement

This is the challenge for Management 2.0: reorienting management from
compliance to creativity, from flogging efficiencies out of existing
resources to generating new ones, from zero-sum to positive-sum by
recognising, as Hamel says, the commonsense proposition that in the long
term the corporation can only prosper if employees, suppliers, the
community and indeed the planet do too.
First, many of the 'grand challenges' put forward in the discussions -
the need for companies to articulate a purpose beyond making money (a
conference near-consensus), distributed leadership and strategy- making,
the fostering of community and citizenship, building trust - are not new
at all. It's more that they have been driven to the periphery of
management concerns by the treadmill of Management 1.0.
7 more annotations...
- There are
  plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
  exactly reversed image of GM: employing market pull rather than
  marketing push, economies of scope rather than scale, putting workers
  rather than computers in control of the work.
- What do such companies have in common? First, incorporation of broader
  societal concerns.
- Second, they have a determination to make their own rules.
- Third, governance for them is based on strong internal values rather
  than an external rulebook.
- Fourth is trust - an abused word, but without which no lasting
  relationship is possible.
- Finally, there's a preference for intrinsic reward - the work itself -
  over extrinsic reward.
- This list is not exclusive: finding ways to break the dead hand of
  conventional budgeting and performance management is high on the
  Management 2.0 agenda.

13 Sep 08

Google, United Airlines, and Orson Welles - Jeff Stibel

So the difference here is really one of time: with the Internet, problems sprout up and spread quicker than ever; but solutions are still handled by us slow (but thoughtful) real people.

We live in a dangerous world these days, where "intelligent" algorithms determine for us what is real and what should be trusted. Should Google be held accountable for this? Should they fix their news algorithms so that they are forced to verify stories and information?

discussionleader.hbsp.com/...ed-airlines-and-orson-wel.html - Preview

information control google unitedairlines bloomberg trust accountability

03 Jun 08

Wirearchy :: Is (Traditional) Leadership A Prosthesis For Trust ?

Networks will not replace or supplement hierarchies; rather the two will be encompassed within a broader conception that embraces both.

We are still a long way from figuring out the appropriate and encompassing organization models for the economy we are now in."

blog.wirearchy.com/...3725911.html - Preview

hierarchy wirearchy decision decisionmaking networks socialnetworks trust

Networks allow us to create temporary responsibility-driven hierarchy whilst at the same time distributing complementary responsibilities in a decentralized fashion. Thus, it may be that we are moving into conditions wherein "it's not all top-down, but it's also not all bottom-up". It's "both / and" depending upon what's needed where, when and by whom.

12 Apr 08

Zone Franche - blog de Gilles Martin: Mes managers sont-ils des langoustes ?

Car un environnement où le langoustes font la loi, c'est celui où la confiance entre les personnes est trés faible, où l'on ne sait plus trop pourquoi l'on court et où va l'entreprise.

gillesmartin.blogs.com/...mes-managers-so.html - Preview

management trust

03 Apr 08