valuechain - Bertrand Duperrin on Diigo

Apr

26

2012

Why Social Business Can Lead to Reinventing the Company Model

"I feel I should explain why in my previous article I suggested that we need to relook at the model of the firm in the light of Social Business and how this ends with a need to reevaluate the Porter Value Chain model for the competitive enterprise. The current meme floating among thought-leaders is that for social to have an impact in business, it needs to become part of the regular workflow of employees, customers and other participants"

www.forbes.com/...-reinventing-the-company-model

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socialbusiness valuechain workflow businessproccess

Social business activity needs to occur in the flow of people’s work rather than be a separate, additional task for them to do.
The next natural step is question why we are doing the tasks in the first place and if it really makes sense in the way people engage in social business. In other words, rather than shaping social interactions to the task, you reshape the task itself to be more social.
2 more annotation(s)...
- We can then consider if the change needs to be at a granular process step or if it should really affect the larger process overall.
- The next stage of awareness is the realization that changes within a particular business function is what continues to keep the organization in disconnected silos of responsibility.

Feb

14

2012

Rules For the Social Era

""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."

blogs.hbr.org/...rules_for_the_social_era.html

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social businessmodel lean conversations valuechain sharing competitiveadvantage value valuecreation

I have used the term social era. It's not to create more jargon, it's to emphasize a point: that social is more than the stuff the marketing team deals with. It's something that allows organizations to do things entirely differently — if we let it become the backbone of our business models.
Lean, not big
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- Conversations, not chains. Many organizations still operate by Porter's Value Chain model, where Z follows Y, which follows X. These linear models optimized efficient delivery of a known thing. But this doesn't help us when faster, fluid responses are what we need.
- How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? Because that's the point.
- Sharing, not telling. When companies think of social media, they hope to get consumers to "like" them or "fan" them, as if that increased connection is meaningful. Again, that captures the marketing aspect but misses the strategic point. The social object that unites people isn't a company or a product; the social object that most unites people is a shared value or purpose.
- Collaborating with people through shared purpose creates advantage because it allows everyone to work towards a shared goal
- It allows us to "tear down that wall" between who is "in" or "outside" the firm creating a more permeable organization which unleashes the inherently collaborative nature of work
- the web and the social era enabled by it have illustrated a new truth: it's not enough to do more, faster, cheaper. No, we need to do things entirely differently.
- hus far, organizations have been focused on tacking on social elements onto their current operations. Social has been adopted programmatically, rather than strategically. All that does is get the Gorillasaurs to lumber a little faster. It's not enough to escape the asteroid.
- The world has changed; how we create value has changed. Organizationally we have not. It will be wholly insufficient to put the word "social" in front of existing business models and expect things to change. Instead, we need to imagine the fundamental enterprise anew for the social era. Lean, adaptive, community-driven organizations, built for speed, will thrive.

Nov

5

2011

Socializing the extended value chain

"It’s probably since the very moment I started focusing my attention on Enterprise 2.0 that I wanted to understand how it might have worked a company where formal and informal exchanges supported each other, where communities were eventually integrated into processes, where knowledge assets could be accessed, used and constantly renewed through the participation of all the actors involved. Not so much a world entirely made of 2.0 but more one in which social is seen as a mean to accelerate the achievement of those same goals companies have always imposed to themselves."

www.socialenterprise.it/...izing-the-extended-value-chain

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socialbusiness enterprise2.0 valuechain socialization socialsoftware enterprisesocialsoftware processes workflow

9 more annotation(s)...
- here is no social business without business.
- Even socializing as a single process (such as Social CRM or Social Product Development) doesn’t necessarily contribute to an overall view of evolution of the extended chain value
- o socialize the business, you cannot start from social. You must first visualize the fundamental constructs on which each company is based
- Socializing a business then means socializing the basic constructs, namely the processes that make it possible for a company to run around the individuals that constitute it.
- Isolated and above-the-flow communities (of employees or customers). This is often the starting point for any company that begins to experiment the participation of customers, employees and other stakeholders through communities born bottom-up or in any case not explicitly connected to existing workflows.
- Above-the-flow communities in support of a traditional process. The next step is to recognize the complementarity of processes and communities by enhancing an existing workflow (that remains unmodified) with social tools to capture exceptions to the process, not codified informal exchanges, the tacit knowledge needed to run the process.
- Socialized process. In order to ensure user adoption, traditional process and collaboration have to come together by providing a single place where work is performed.
- Integration of socialized processes. Dreamforce and the vision proposed by Salesforce are here to show that you can do much better than creating a myriad of siloed socialized processes. By providing a set of common services (collaboration to be used for evolving traditional applications, unified management of identities, a mechanism for integrated social and transactional business intelligence, activity streams as a layer to collect updates from every disparate system and makes them the social object of collaboration throughout the enterprise
- Blindly introducing additional communities and social networks within your company is not sufficient to increase social business maturity.

Jul

14

2009

«La vocation des produits TIC est de générer des gains de productivité»

L’immatériel constitue aujourd’hui un enjeu incontournable pour l’ensemble de l’économie. A en croire certains, les actifs immatériels ont un rôle non négligeables en termes de croissance. C’est la raison pour laquelle nous aimerions approcher avec vous le profil macroéconomique de cette «nouvelle» économie de l’immatériel.
Tout d’abord, si vous me le permettez, il est nécessaire de clarifier les définitions et les différents concepts dont on parle, et avec lesquels tout le monde n’est pas forcément familier.

www.easybourse.com/...nseil-d-analyse-economique-649

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intangible intangibleassets growth knowledgeeconomy productivity competition knowledge IT valuechain innovation

Dans la «knowledge economy», le savoir et la production intellectuelle deviennent des inputs de production, la matière première, mais également l’output de cette nouvelle catégorie d’industries (en d’autres termes, on produit du savoir, ou des œuvres de l’esprit, avec d’autres savoirs ou œuvres de l’esprit). Tout cela correspond à de l’information «numérisable» qui peut être «traitée» par les TIC.
La nouvelle économie est plus difficile à définir. Elle traduit l’impact des TIC et de la knowledge economy sur les processus productifs, la réorganisation des chaînes de valeur et on pense bien entendu que cette réorganisation des chaînes de production s’est basée sur des gains de productivité.
6 more annotation(s)...
- Dans l’économie de l’immatériel, les coûts fixes sont très importants, et les coûts marginaux quasi-nuls, ce qui engendre des rendements croissants et des économies d’échelle
- L’économie de l’immatériel est aussi caractérisée par l’existence d’externalités. En effet, l’utilité sociale tirée du savoir est bien supérieure à son utilité individuelle
- Ainsi, le savoir devient plus que jamais un élément de la concurrence. Il y a donc une relation entre le degré de concurrence et celui de l’innovation.
- D’autre part, si on pense que les TIC représentent une révolution industrielle, la vocation des produits TIC est d’entrer dans les entreprises et de générer des gains de productivité. Or, l’Europe (en général, mais il y a des pays qui font exception, notamment en Europe du Nord) reste en retard sur le plan de sa dynamique de productivité. Sur les raisons de ce retard, il y a un débat entre économistes, et deux écoles s’affrontent.
- La deuxième école est plus pessimiste. Elle met en effet l’accent sur les conditions qu’il a fallu pour que ces gains de productivité se matérialisent. Sans réorganisation des processus productifs, rien ne peut se produire.
- Or, à ce jour, les statisticiens ne savent pas encore effectuer avec exactitude ce genre de calculs. On se contente pour l’instant d’évaluer la production des branches TIC, sans pouvoir vraiment mesurer le poids et l’impact sur l’économie de ces secteurs producteurs de TIC

Jun

26

2009

Value Chain Approach to Web 2.0 For Enterprises

www.slideshare.net/...roach-to-web20-for-enterprises

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enterprise2.0 valuechain

The Value Chain 2.0: Bringing In The Consumer

Value chain 2.0 takes into account the active consumer in the production of value, across every level of a company’s activities. Henceforth, we call the active consumer the “ConsumActor “ to indicate this reality.

www.lunchoverip.com/...the-value-chain.html

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valuechain valuechain2.0 consumer consumactor

May

4

2008

thingamy: No ownership, no accountability - wikis, collaboration software, social media, Enterprise 2.0 and how not to get things done.

In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.

thingamy.typepad.com/...no-ownership-no.html

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adoption collaboration brp valuechain ownership accountability hierarchy

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

Why Social Business Can Lead to Reinventing the Company Model

Rules For the Social Era

Socializing the extended value chain

«La vocation des produits TIC est de générer des gains de productivité»

Value Chain Approach to Web 2.0 For Enterprises

The Value Chain 2.0: Bringing In The Consumer

thingamy: No ownership, no accountability - wikis, collaboration software, social media, Enterprise 2.0 and how not to get things done.

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