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" It was until recently that I started focusing around the business value of Enterprise Social that it hit me. Most people talk in jargon and have very little insight into what the underlying business problems are that they are trying to solve. Don’t get me wrong, they know their business problems, but in most cases haven’t connected the dots between problem and solution. Why? Because it takes a lot of analysis and thought to develop that understanding and most of us lack the time to do it."

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"An idea that is pervasive in corporations in both America and Europe and prevalent in business schools, management journals and textbooks is that the goal of a firm is to maximize shareholder value. It’s prevalent even though leads to unsound management practices. Jack Welch, considered by many to be a leading practitioner of the idea, recognized in 2009 that shareholder value is a result, not a strategy. Worst of all, maximizing shareholder value creates the risk of disruptive innovation."

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"What is happening is that records management is about to move beyond compliance. The dream of information management and knowledge management is to unleash or extract the value or a tangible financial return. To do this, there has to be a way to value the information and records. The change is about finding a way to “value” their records so that they can be treated like an asset and managed appropriately."

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"Companies often make substantial efforts to innovate their processes and products to achieve revenue growth and to maintain or improve profit margins. Innovations to improve processes and products, however, are often expensive and time-consuming, requiring a considerable upfront investment in everything from research and development to specialized resources, new plants and equipment, and even entire new business units. Yet future returns on these investments are always uncertain. Hesitant to make such big bets, more companies now are turning toward business model innovation as an alternative or complement to product or process innovation. "

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"What Really Replaces Marketing (Madness)
Here’s my take on What Really Replaces Marketing (Madness). I will do so following the story line of my recent Guest Lecture for the Marketing faculty, headed by Peter Verhoef, of the University of Groningen (The Netherlands). The guest lecture was titled: Marketing Leadership in age of Service."

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"Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.

The keynote focused on two topics:

1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.

2. How to build a Social Value system - by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question "What's in it for me" (WIIFM)."

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"Race Against the Machine deserves praise for jump-starting an important discussion about the effect of technology on our economy. As the authors point out, the impact of computers and information technology has been largely left out of most analysis regarding causes of our current unemployment woes. This book, therefore, is an attempt to “put technology back in the discussion.”"

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"Très longtemps, nous avons opposé la valeur à la compétitivité prix, la différenciation par la qualité au "low cost". Les deux stratégies reposent pourtant sur une même exigence : innover pour proposer aux clients une offre de valeur supérieure."

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"Most employers still tell their employees when to come to work, when to leave, and how they're expected to work when they're there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?

Too many companies continue to operate by the premise that their employees can't be fully trusted, and so treat them as children, who must be continuously monitored. "

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"The problem was that I was talking about what I had instead of talking about what they needed. They didn’t want yet another tool or thing to do. They wanted help.

So I started over.

“Our goal is to make things easier for you. Easier to find answers and experts. Easier to share better ways of working with people who do what you do. Easier to coordinate work in your group and across groups.

If we make all of that easier, we’ll make your jobs better while we unlock tremendous value for our company.”"

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"In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever's portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.

To most of us, this did not sound like typical corporate strategy, but Polman's reframing of what it means to succeed in business is not an isolated example. It is indicative of a new generation of leadership emerging at the top of many of the world's largest organizations."

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""This business model is right for a company selling Purina Dog Chow, circa 1970."

"There's no way we could ever be this collaborative."

Both are comments I got about my book, back in 2009, about setting direction, collaboratively. The first is from a Google executive; the second, from an exec at Cisco. Same business model architecture, two entirely different responses: obvious or unachievable."

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"To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. As Randy MacDonald, senior vice president of HR at IBM, told me, "It's important for HR to decide what is core and non-core. Administrative responsibilities such as getting paychecks out on time are not core. In HR, we need to focus on what is important.""

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"Dans le cas de l’entreprise sociale (ou Web 2.0) comme dans le cas de l’entreprise intranet dans les années 90, c’est très difficile d’aligner les chiffres quand les stratégies totalement nouvelles avec des outils technologiques tout aussi nouveaux sont introduits et génèrent en plus des changements organisationnels majeurs. Il faut du temps avant de pouvoir compter sur des études de cas sérieuses et bien documentées."

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"Les modèles économiques du 19e siècle ne sont plus pertinents. L’économie des savoirs modifie nos modes de travail mais aussi la valeur et la productivité du travail. Sans pour autant améliorer la redistribution - qui lui sert de justificatif- la prégnance de l’Etat français sur l’économie productive déséquilibre définitivement le partage de la valeur entre les acteurs économiques. "

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" Aujourd'hui, un de ces "marronniers" de la vie politique est la "relocalisation" de l'industrie française, source de mesures supposées la favoriser, au premier rang desquelles la fameuse TVA sociale éreintée ici même il y a peu. Mais certains candidats imaginent un retour à un protectionnisme bien plus contraignant, qu'il soit européen, voire, pire encore, national. Dans la période économique difficile que nous connaissons, de telles politiques protectionnistes, qu'elles soient revendiquées ou masquées, seraient absolument suicidaires. Voyons pourquoi. "

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"
The JWT’s trendspotters recently included The Rise of Shared Value in their Top Ten trends for 2012:

“The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting to shift their business models, integrating social issues into their core strategies. The aim is to create shared value, a concept that reflects the growing belief that generating a profit and achieving social progress are not mutually exclusive goals.”"

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"Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.

The keynote focused on two topics:

1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.

2. How to build a Social Value system - by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question "What's in it for me" (WIIFM)."

enterprise2.0 socialbusiness communities ROI communityequity equity value metrics

"This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. "

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