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Le chef d'entreprise loué aujourd'hui pour sa capacité à entretenir un réseau (54%), séducteur et bon orateur (41%), sans renier un certain côté dur pour atteindre ses objectifs (44%), est-il déjà has been ? Oui, à en croire l'étude, puisque dans les qualités attendues du dirigeant de demain, figurent désormais la capacité à savoir piloter et préserver l'intérêt de l'entreprise à long terme (61%), un aspect visionnaire (46%), et une capacité à créer l'innovation (33%) tout en préservant un comportement exemplaire, en interne comme en externe (42%). Bref, le dirigeant de demain serait le reflet inversé du dirigeant actuel...
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"I looked through this excellent compendium of Jobs quotes and found seven lessons for people and companies looking to succeed as 21st century capitalists."
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do you really want to spend your days slaving over work that fails to inspire, on stuff that fail to count, for reasons that fail to touch the soul of anyone
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Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it's really how it works."
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Almost all leadership concepts start with the assumption that a key role for the leader is to set direction. This usually means designing and communicating a vision and a set of goals. Traditionally the roles of vision and goals have been there to help people to understand the direction of the enterprise and how they can contribute to it.
Today we need something more.
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As almost all organizations are becoming increasingly diverse and network like, and as all boundaries are increasingly flexible, the notion of what brings people together becomes even more critical.
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Creative individuals need both the independence and the interdependence to do their best work. A creative organization thrives on the tension that arises from widely different but complementary abilities and views working with one another.
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"Sometimes there are postings on intranet discussion forums where people say “I’ve been asked to write an intranet strategy and was hoping I could have a look at somebody else’s”.
To me that’s a little like saying “I’m planning to have a really enjoyable holiday and was hoping I could come on yours”. Although seeing what somebody else does can be useful to get ideas, it is unlikely to be a good fit to your particular requirements. "
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1. Vision or Purpose: What is the intranet for?
This innocuous-looking question can be hard to answer, but if you can get all your stakeholders to agree on this, then it stops an intranet programme being pulled in multiple directions.
Many strategies seem to state the blandly obvious, such as “To help Grotco communicate, collaborate and work more effectively”. The acid test is: given two otherwise equal options, does the vision guide you on which route to take?
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2. Goals : What are the 4-5 main things that the intranet will do in the future?
This is where the intranet strategy should take a lead from an organisations’ strategy. So if your organisation aims to improve customer satisfaction, then a strong goal would show how the intranet could play a part in that: finding experts to solve problems, better tracking of issues to resolution or providing more accurate information to sales teams, for example.
Some goals may be more inward-looking, such as ensuring 99% of employees can access the intranet. These are worth tracking, but won’t excite anyone, and may be better under “Implementation” (see below)
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"Simple wins. That’s a mantra to repeat when considering how to introduce Enterprise 2.0 tools into your organization. And besides simplicity, here are 3 other things you need to make your Enterprise 2.0 efforts successful:"
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A purpose – Enterprise 2.0 won’t succeed if it’s a solution looking for a problem.
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A success metric – How do know if you’re succeeding if you don’t measure your progress from time to time? But what do you measure? E
"If you want an implementation to reach its full potential, the system must be accepted by those who are going to use it. Proper change management can both increase the uptake and the speed of the uptake by these crucial people that will be using it day in and day out. Here are 8 steps that organizations can take to manage their change."
I drew on the core ideas in our Implementing Enterprise 2.0 report and framework (as above). Enterprise 2.0 is ultimately far more about organizational change than technology, though it happens to be driven by web technologies. As such much of my focus today is on how to change organizations, to literally create the next version of the enterprise. Far more details on how to put the ideas below into practice are in the Implementing Enterprise 2.0 report.
My list got an extremely positive response from the audience, so I thought I’d share it here.
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