Ib - Christophe Deschamps on Diigo

06 Jan 10

Skiff Reader

Ebook reader léger et ...souple

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ib ebook reader lecture

RadioTuna

Excellent annuaire et player de web radios.

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ib Musique en ligne web radio

05 Jan 10

Emergent Competitive Intelligence

Excellent article sur l'intelligence économique et ses deux approches (pas forcément contradictoires). Les solutions 2.0 pour l'entreprise permettent d'outiller la seconde voie (bottom up CI)

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ib intelligence économique management Social software entreprise 2.0 enterprise 2.0

Intel provided information to them and sold components. PC manufacturers bought the motherboards from Intel’s partners. As the processors became more complex and performance more critical, many of the partners could not design and build the motherboards that would highlight (and differentiate) the Intel microprocessors effectively. This was a threat to Intel because it meant that AMD and others could credibly market similar products. Within Intel, an unscripted response to this threat emerged. Simply, Intel began designing and manufacturing the motherboards. Though it started small and without a top-down strategy mandate, it became a significant business for Intel in the 1990’s.
Because competitive intelligence is a supportive strategy function, the structure and processes used by the competitive intelligence people often reflect the business strategies. That is, when strategies are well known, competitors are confidently identified and threats are well characterized, the competitive intelligence function is organized to reflect those realities. Its role is to reliably produce accurate information to help answer the fundamental question, “How do we continue to execute our successful strategy to maximize our results?”
13 more annotations...
- When a strategy is as successful as Intel’s, this is a valuable service to a company. However, few technologies companies have such sustained runs. Thus, a competitive intelligence function must consider more than what is well known or established within the company.
- In those situations where strategy changes occur more often or competitive threats are less predictable, a top-down structure for competitive intelligence has some risks. The risks are evident when the top-down strategy prevents or discourages a balanced view of the competitive environment.
- What is the antidote? It is simply to balance the highly structured, top-down competitive intelligence efforts with an intentional focus on “emergent” competitive intelligence.
- “Emergent” (bottoms-up) competitive intelligence is disruption focused, less structured and (somewhat) untied to the established business strategy for the company.
- For example, rather than receiving questions from strategy leaders to direct activities, emergent competitive intelligence must identify new key questions and supply them to the strategy decision-makers. A key role of emergent competitive intelligence is to stimulate strategy refinement by supplying valuable and unanticipated competitive intelligence information.
- Reserve time, energy and resources
- Develop appropriate processes
- However, looking for the unexpected requires processes that deal with more competitive noise because the sources are more diverse and the “signal” is, by definition, less well characterized.
- Cultivating an effective network is often the only way to get early insight into the unexpected. The network must be constructed intentionally to be forward looking and early adopter oriented.
- The first network is within the organization.
- In my opinion, a successful competitive intelligence function involves more than a small team.
- Emergent competitive intelligence facilitates early warning systems and gives key contributors product ways to participate.
- When the competitive intelligence team or management cannot accept this uncertainty, then they will forego potentially great advantages.

Inkmesh

Moteur permettant de rechercher des ebooks et d'en comparer les prix.

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ib ebook moteurs_recherche_documents

Management’s Dirty Little Secret - How to Increase Employee Engagement

Gary Hamel pose les questions qui dérangent

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ib management entreprise 2.0 enterprise 2.0 knowledge workers

Given this, why are we complacent when confronted with data that suggest most managers are more likely to douse the flames of employee enthusiasm than fan them, and are more likely to frustrate extraordinary accomplishment than to foster it?
The survey covered many of the key factors that determine workplace engagement, including: the ability to participate in decision-making, the encouragement given for innovative thinking, the availability of skill-enhancing job assignments and the interest shown by senior executives in employee well-being.
20 more annotations...
- Here’s what the researchers discovered: barely one-fifth (21%) of employees are truly engaged in their work, in the sense that they would “go the extra mile” for their employer. Nearly four out of ten (38%) are mostly or entirely disengaged, while the rest are in the tepid middle. There’s no way to sugarcoat it—this data represents a stinging indictment of the legacy management practices found in most companies.
- maybe their allotment of emotional intelligence is so meager that they are unable to distinguish between enthusiasm and ennui.
- Indifference
- Impotence
- Companies that score highly on engagement have better earnings growth and fatter margins than those that do not—a fact borne out by another
- This correlation between enjoyment and profitability is likely to strengthen in the years ahead. Let me use the example of the Apple iPhone to explain why.
- Think about it: how did Apple manage to jump into the mobile phone business so quickly, despite a complete lack of industry experience? The answer: by accessing a lot of commodity knowledge that was available in the form of standardized components from third party suppliers.
- The fact that Apple’s margins are so much better than Nokia’s reflects a simple reality: in making a mobile phone, Apple adds a lot more differentiation to the standard componentry than Nokia does, and Apple adds it in a highly efficient manner. Or to state it another way, among all the various players in the iPhone value chain, Apple has, by far, the highest ratio of differentiation-to-cost, and thus the fattest margins.
- In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge. Success here is measured by profit per employee, adjusted for capital intensity.
- It doesn’t matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is—what matters is its relative “share of customer value” in the final product or solution, and its cost of producing that value.
- So Apple had to innovate again. It invited third-party developers to write applications for the iPhone and thereby laid the groundwork for a revolution in portable computing (100,000 apps so far, and still counting).
- in a world where customers wake up every morning asking, “what’s new, what’s different and what’s amazing?” success depends on a company’s ability to unleash the initiative, imagination and passion of employees at all levels—and this can only happen if all those folks are connected heart and soul with their work, their company and its mission.
- To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.
- Problem is, you can’t command people to be enthusiastic, creative and passionate.
- Engagement may have been optional in the past, but it’s pretty much the whole game today.
- The reason so few of my people are truly engaged in their work is because so few their jobs are truly inspiring. Isn’t that what the data are telling us?
  Uhmm, no.
- Surprisingly, 86% of the employees in the Towers Perrin study said they loved or liked their job. So what, then, are the culprits?
- points to three things that are critical to engagement: first, the scope employees have to learn and advance—are there opportunities for them to grow; second, the company’s reputation and its commitment to making a difference in the world—is this a company that deserves the best efforts of its people; and third, the behaviors and values of the organization’s leaders—are they people employees respect and want to follow?
- It is managers who empower individuals and create space for them to excel—or not. It is managers who help to articulate a compelling and socially relevant vision and then passionately pursue it—or not. It is managers who demonstrate praiseworthy values—or not. And more often than not, they don’t.
- My conclusion from all of this: first, engagement is essential to the competitiveness of every company and every economy—and we need to be doing a whole lot better than we are. We’ve got to get management’s dirty little secret out of the HR closet and into the boardroom. And second, if we’re going to improve engagement, we have to start by admitting that the real problem isn’t irksome, monotonous work, but stony-hearted, spirit-deflating managers.

Preventing the Terrorist Attack: Massive Failure in Collaboration

Retour sur l'attentat manqué du vol 253 et constat sur l'évolution du partage d'infos entre agences US.

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ib renseignement us terrorisme Analyse Social software intellipedia

This is a massive failure of collaboration among intelligence and governmental officials. Their job is to piece together fragmented and incomplete information from various parts of the world to make sound judgments about upcoming threats. In this instance, various bits of information were there, but they weren't pieced together.
2 more annotations...
- The U.S. Government has spent a small fortune on information technology systems, but the problems we face aren't just about IT. It's about changing the culture, from one where officials don't share much to one where they share widely, so that the dots can be connected.
- Here's a start:
  Change the incentives system. Reward people for sharing, and penalize them for not sharing.
  Recruit new people. Infuse the old culture with new employees who think differently.
  Rotate jobs. Move employees among agencies (a proven technique to build cross-unit professional networks).

Le référentie des solutions 2.0 pour l'entreprise

Useo propose des fiches relatives aux solutions 2.0 pour l'entreprise (après inscription)

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ib entreprise 2.0 enterprise 2.0

MIT Lecture Browser

Moteur de recherche audio dans les cours du MIT

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ib moteur audio éducation Etudes reference ist

YOVISTO - Academic Video Search

Avec indexation audio

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ib moteur audio éducation Etudes reference ist

Trackle.com

Trackle lance son moteur de recherche temps réel

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ib moteur temps réel

FoneGigs Directory of Real-time Search Engines (pdf)

19 moteurs temps-réel décrits dans ce document.

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ib moteur temps réel

Free PPT Search Engine

Moteur de recherche de fichiers PPT

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ib ppt moteurs_recherche_documents

V like Vintage

Moteur de recherche de photos anciennes

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ib moteur images photo

Everything Search Engine

Excellent moteur de recherche de noms de fichiers

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ib MoteurDesktop

Un guide de gestion de la réputation en ligne

via @fmolinaro "Il s'agit, en fait, de la traduction francophone de l'étude intitulée "Online Reputation Management Guide" et publiée par la société Outspoken Media (http://outspokenmedia.com). "

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ib reputation ebook

Les médias sociaux et le décès de Lhasa de Sela

Intéressante analyse de @Geoffroigaron

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ib reputation Social software etudes de cas

L'univers de la connaissance...

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ib graphisme

How college students seek information in the digital age?

Résultats commentés d'une étude utile.

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ib Etudes InformationLiteracy pkm

The report introduces a useful typology of students’ research activities:
1. Big picture: Background information on a specific topic
2. Language: Finding out more about the words and terms around that topic
3. Situational: Judging the extent to which an area needs to be researched
4. Information-gathering: “Finding, accessing, and securing relevant research resources.
The librarian approach is broadly characterised by thoroughness – advising students to move from the general to the specific when information searching, using scholarly resources to that end. Students surveyed, on the other hand, used a whole range of resources that delivered large numbers of results early on in the searching process, irrespective of their scholarly status.
5 more annotations...
- … nearly all of the students in our sample had developed an information-seeking strategy reliant on a small set of common information sources – close at hand, tried and true. Moreover, students exhibited little inclination to vary the frequency or order of their use, regardless of their information goals and despite the plethora of other online and in-person information resources – including librarians – that were available to them.
- This, coupled with findings around “information overload”, suggests that students are dealing with the immensity of the information landscape by creating some kind of self-imposed walled garden, or what the report calls “a risk-averse and predictable information-seeking strategy.”
- Students valued the “credible content, in-depth information, and the ability to meet instructors’ expectations” of scholarly research databases such as ProQuest
- The report goes so far as to talk of a “student librarian disconnect”. So even though 78% of respondents are still using the OPAC to find books and other library materials, and 72% are making use of library study areas in the course of their research activities, only 12% made use of “on-site, non-credit library training sessions”, and 20% consulted librarians about their assignments.
- Generally, it is not necessary to talk to a librarian – if the library is well laid out, you can search for material online, once you find it, you can request that they put them on hold for you and then just go and collect them.

Growl for Windows

Logiciel permettant d'attribuer des notifications visuelles ou sonores à tous types d'évènements et pour tous logiciels installés. Pour Mac et Windows.

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ib pkm software mac

Workers Should Turn Off Visual Alerts, Study Finds

Il faut préférer les notification sonores aux visuelles sur son PC.

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ib knowledge workers pkm Etudes

Hodgetts and co-author Dylan Jones found that even a five second
interruption caused people to take longer than normal to complete the
next step in a simple seven-step computer task.
but one recent study found that
it takes users an average of 64 seconds to return to a normal work rate
after reading an email.
1 more annotations...
- Hodgetts recommends setting an auditory warning sound for messages
  and alerts instead of a flashing visual signal, which tends to divert
  the gaze.
  
  "Auditory stimuli tend to be processed relatively automatically,
  allowing the worker to continue and consolidate [their] place in the
  current activity before switching to the interrupting task,

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