• Les « digital natives » la génération multi-écrans

  Même s’ils sont très proches des « Y » en terme de consommation de produits numériques, leur comportement est déjà très marqué. Étant père de quatre garçons dont trois sont des « Y » dans la vingtaine, mon petit dernier qui a onze ans m’intrigue, me questionne et je suis en passe de me demander si nous ne sommes pas en présence du premier type d’espèce que l’on pourrait nommer « Homo numericus ». Puisque que j’ai la chance d’avoir un spécimen sous la main, voici quelques points et anecdotes tirés de mes observations:

  tags: digitalnatives, multitasking, web, internet, information, communication

• L’apport des réseaux sociaux pour l’accès à l’information professionnelle - M2IE : le blog du management de l’IE et de l’entreprise 2.0

  Les médias sociaux ont été conçus pour les travailleurs du savoir, leur donnant plus de moyens de communiquer et de travailler de façon collaborative. Toutefois, la collaboration - dans sa définition la plus traditionnelle - est trop limité pour les besoins de ces travailleurs du savoir, car elle ne suit pas l’ensemble du flux de travail, elle intervient généralement de façon discontinue tout au long du processus.

  tags: collaboration, knowledgeworkers, reward, communication, socialnetworks, information, search

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    « Intelligence économique et pays émergents
    - E-reputation et medias sociaux : le cas Motrin »

    L’apport des réseaux sociaux pour l’accès à l’information professionnelle

    Par Anthony Poncier le samedi 22 novembre 2008, 09:36 - knowledge management
    - Lien permanent

    • collaboratif
    • entreprise 2.0
    • intelligence collective
    • médias sociaux
    • réseaux sociaux

    Rachel Happe développe l’idée du lien entre réseau social et informations
    professionnelles. Voici les principales idées de sa démonstration.

    Les médias sociaux ont été conçus pour les travailleurs du savoir, leur
    donnant plus de moyens de communiquer et de travailler de façon collaborative.
    Toutefois, la collaboration - dans sa définition la plus traditionnelle - est
    trop limité pour les besoins de ces travailleurs du savoir, car elle ne suit
    pas l’ensemble du flux de travail, elle intervient généralement de façon
    discontinue tout au long du processus.

    Ce processus d’information et d’échange est circulaire, chaque
    workflow impactant les autres. Ce processus collaboratif est parfois
    lancé officiellement avec un grand raout organisé par l’exécutif, et d’autres
    fois ce processus débute plus simplement à la suite d’une conversation entre
    deux collègues.

    

    Pour que cet échange d’information fonctionne, il faut communiquer et le
    faire connaître, sinon il n’y a aucun impact. Or beaucoup de gens ne font pas
    ce travail et ils ne reçoivent pas la reconnaissance qu’ils méritent parce
    qu’ils n’ont pas fait la promotion de leur travail

  • Cela ne veut pas dire que les logiciels sociaux sont “la baguette magique”
    de l’échange d’informations. Il existe d’autres processus structurés et
    formalisés au sein des entreprises qui permettent de concrétiser une idée
    innovante
  • Les deux peuvent coexister … mais pour
    vraiment progresser, les processus formels et informels doivent être
    étroitement liés de sorte que les informations peuvent être consultées à
    travers les deux prismes, mais dans ce cas, chaque processus doit inclure
    l’ensemble des informations disponibles.

• Millennials Reshaping Work With Social Computing Says Report | SocialComputingMagazine.com

  The survey samples the responses of over than 400 North American students and employees within three age groups: 14-17 (youngest millennials), 18-22 (mid-millennials) and 23-27 (older millennials). The survey found an growing demand for mobile devices and social computing technology to connect with co-workers, peers, friends and family, in direct preference to face-to-face contact and communication.

  The findings point to a clear disconnect between the technology that most organizations provide their workers today and how young workers both prefer and currently use technology to collaborate and communicate at work.

  tags: accenture, digitalnatives, millenial, socialcomputing, collaboration, communication

  • Millennials prefer to choose their social computing technology.
  • Do not seek corporate approval for social computing channels and technologies.
  • Low levels of knowledge of corporate policy
  • illennials are insisting on state-of-the-art technology at work
  • Organizations will likely need to provide new communication and collaboration channels.

• Do Not Waste This Crisis

  An economic world turned upside down makes it easier to take a fresh look, and this can open the door to making changes that will benefit you and the most important people in your life, now and in the long run. Here’s what one of my former students, Deika Morrison, said to me yesterday when I asked her about the leadership silver lining in the cloud of our current economic crisis. She said that this is a unique opportunity to see “if you are achieving what you have identified as important. In an environment of record unemployment, people feel like they are not empowered and have no options.” Now, she said, is a chance to discover that “you might have been doing work you really never wanted long-term and therefore you can move on faster, in a more productive manner. It’s about changing mindset from depression, in every sense of the word, to opportunity.”

  tags: crisis, management, experiment

• The Double Meaning of “Feedback”

  “Feedback” is one of those loaded, double-meaning words in today’s workplace - words that connote very different things to members of different generations.

  tags: feedback, management, performancereview, learning, assessment, generationx, generationy, babyboomers

  • If you’re a Boomer, consider what you expect to happen when you have a “feedback session” with your boss. In all likelihood, the purpose of this exchange would be to assess your performance, to render a judgment. Because Boomers love to win, your hopes may be high for a prize - but still it’s not exactly the sort of thing one wants to go through on a daily, weekly, or even monthly basis - once or twice a year is plenty, thank you very much.
  • If you’re a member of Generation X, the meaning of “feedback” is similar - it relates to an assessment or judgment. But the hoped-for outcomes may be a bit different. More money is great, but so is a longer leash — more freedom to operate in your own preferred way.
  • But for members of Generation Y, “feedback” means something very different. Ys learn through personal interactions. They are accustomed to reaching out to friends and family for suggestions, coaching or factual input on any number of topics, as they go along. Rather than being linear learners — I learn, then I go off and do — Ys are “on demand” learners. They start a task, uncover a need for additional information, seek that specific bit out, and move along. This cycle might happen multiple times every day.
  • People who comment that Ys “can’t take criticism” are again missing the point. It’s not that they can’t take it — it’s that that is not what they’re seeking. They are in the learning, not the grading phase. They are asking you to teach, not to score.

• Down with the performance review?!

  tags: performancereview, management, humanresources, teamwork, performance

  • Two parties with misaligned goals. When walking into a performance review the boss’ goal of discussing areas of improvement don’t match up with the employee’s goal of promotion and compensation.
  • The false belief that performance affects pay. Culbert argues that pay is primarily determined by market forces (which makes sense - just look at our current economic situation - are many people expecting big raises/bonuses this year?) and most jobs are placed in a pay range even before the employee is hired.
  • As objective as we try to be - there are always personal biases. This is a fundamental conflict. Depending on one’s position, their opinion and view will differ. This is where Culbert also brings up the “360-degree feedback”. When feedback is anonymized that creates more opportunity for various parties to further their personal agenda since there is no accountability associated with their review.
  • Everyone is different - “once size does not fit all”. Performance reviews often revolve around a predetermined checklist. This is why people may focus more on pleasing their boss than doing a good job. Since a happy boss will (theoretically) leave you with a higher score.
  • Employees are reluctant to go to their bosses for help (for fear that it will reflect badly on their performance review). It makes sense that employees would go to their bosses for help, guidance and improvement. But, “thanks to the performance review, the boss is often the last person an employee would turn to”.
  • Disrupts teamwork. The most important type of teamwork is the one-on-one relationship between a boss and their subordinates. But in performance reviews, as opposed to taking the stance “how will we work together as a team”, it’s “how are you performing for me”.
  • At the end of the day... performance reviews don’t improve corporate performance.

• BoostZone: Putting “Enterprise 2.0″ in perspective

  Let’s be realistic, Enterprise 2.0 seen as the sole center of the management revolution is a fallacy, the revolution happening to the enterprise is much more interesting than just the part of it related to web 2.0 elements even if I am one of those pretending that a good implementation of collaborative elements within the organization can bring a competitive advantage.

  tags: enterprise2.0, collaboration, web2.0, management, humanresources, strategy, execution

  • In front of these issues the questions a CEO asks himself about his company are of three orders

    1.    Which strategy in times of uncertainty?
    2.    Which organization can provide a competitive advantage?
    3.    How to guarantee that execution will follow?

  • Let’s not the blame of all the changes that corporations need to put in place on the web2.0‘s revolution only. The collaboration culture created within the society at large, at least at the Netgen level, is a fascinating element, and it is important to understand more deeply the practical implications it will have on management. Agreed and let’s go on working on it, but...

    Let’s recognize that the changes required are actually much broader and much more interesting that the simple web 2.0 approach would let believe. Let’s work on them as a holistic system change, what actually is the very notion of paradigm shift.

• Characteristics of the Knowledge Economy, continued

  In the 21st century, comparative advantage will become much less a function of natural resource endowments and capital-labour ratios and much more a function of technology and skills. Mother nature and history will play a much smaller role, while human ingenuity will play a much bigger role.

  tags: knowledgeeconomy, IT, organization, competences, skills, tasks, knowledge, intangibleassets

  • The IT revolution has intensified the move towards knowledge convergence, and increased the share the knowledge stock of advanced economies
  • Flexible organizations reduce waste and increase the productivity of both labor and capital by integrating worker cognition and action at all levels of their operations.
  • Flexible organizations also avoid excessive specialization and compartmentalization by defining multi-task job responsibilities (which calls for multi-skilled workers) and by using teamwork and job rotation.
  • The knowledge economy increasingly relies on the creation, distribution and use of knowledge assets. The success of enterprises will become more reliant upon their effectiveness in creation, harvesting, absorption and utilization of knowledge.

• The Content Economy: How to successfully implement social software company-wide

  tags: enterprise2.0, socialsoftware, enterprisesocialnetworking, adoption, communities, email, integration, ERP, CRM, leadership, implementation

  • Different groups will find value in different ways
  • Enlisting energetic evangelists in their respective geographies and divisions is critical
  • Use large-scale gatherings (physical and virtual) to pull in large numbers of people at once.
  • Use your social software to supplant email on routine information requests.
  • Social software can be a great way to enhance CRM, document management, and other structured systems of record with more free-form context, conversation, ideation, and socialization. 
  • The Enterprise 2.0 world is changing fast, and your fellow practitioners are inventing new best practices every day. Use them!

• Blog des Managers Intranet - Distance hiérarchique et expression des salariés dans l’entreprise

  Distance hiérarchique et expression des salariés dans l’entreprise

  Les échanges en réseau d’idées, de bonnes pratiques peinent à émerger dans nos entreprises françaises.

  La formalisation et la diffusion de point de vue, d’analyses, d’expériences innovantes supposent une liberté d’expression qui n’est culturellement pas de mise dans nos univers de travail.

  tags: culture, sociodynamic, innovation, initiative, hierarchy, hierarchicaldistance, education, communication

  • Notre société française se caractérise en effet par ce que Geert HOFSTEDE[2]> nomme un indice de distance hiérarchique fort.

    Selon lui la distance hiérarchique peut être définie comme le degré d’inégalité attendu et accepté par les individus. La distance hiérarchique est donc mesurée à partir des systèmes de valeur de ceux qui ont le moins de pouvoir. La répartition du pouvoir est également expliquée à partir du comportement de ceux qui ont le plus de pouvoir, des leaders plutôt que des suiveurs. L’autorité ne se maintient que si elle rencontre la soumission; la fonction d’encadrement n’existe que comme complément à une situation de subordination.

  • Dans le cadre de pays à forte distance hiérarchique les supérieurs et les subordonnés se considèrent comme inégaux par nature dans un système fondé sur une inégalité existentielle. Les relations entre subordonnés et supérieurs sont souvent chargées d’affectivité.

• Digital Nomads - Measuring Progress In A Dispersed World

  In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable(...)

Eric Schmidt is fond of saying it would take Google 300 years to achieve its goals. I always thought he must have been at least partly joking. The shelf life of Internet companies is short; it’s taken Yahoo and eBay little more than a decade to reach what appears to be their respective “best-if-used-by” dates.

And judging from the way investors have been treating Google’s stock, you’d think it was also on track to face an early downgrade from Internet giant to also-ran.

After hitting an all-time high of $747.24 a share in November 2007, Google’s stock slid to as low as $247.30 a week ago — a 67-percent drop (the shares closed at $292.96 in a shortened trading day Friday). True, most stocks have suffered from widespread selling, but consider that rival Microsoft is down about 50 percent from its 2007 peak.

There is plenty of reason for concern in the short term. Google’s bread and butter is still online advertising, which is looking to be more vulnerable to a downturn than many initially thought. And it still hasn’t cultivated any rich revenue streams outside of search. Word of widespread contract worker cutbacks only add to that image of a giant on the ropes.

But there are signs that Google is growing slowly more integrated into many facets of our online experiences. Its market share in search expands slightly each month. Chrome is proving a bigger hit than the first reviews intimated. Google’s mail, chat, calendar, maps and feeds are becoming incrementally more useful. You may not be using all of them, but chances are you are using some of them more than you used to.

That’s because Google has been tweaking many of its far-flung offerings with new features and/or better performance. Not just Chrome, but video chat, and voice search on mobile devices. They don’t have to be perfect — and often fall short — they need to be just useful enough to steal our attention from a rival’s service.

Is Google making more money from these micro-innovations? Usually not. But they have a value that could last long after the next financial quarter. They foster loyalty, nibble up market share, and — most importantly — observe user interactions so that Google can be even more useful to you tomorrow.

The New York Times’ David Carr this week detected a larger pattern in all these micro-innovations. Confessing that he was at once seduced and creeped out by how useful Google’s programs were, he nonetheless concluded:

“Google’s Web platform, in all of its high-functioning glory, is its marketing.... If Google owns me, it’s probably because I am in favor of what works.”

When ad spending recovers, Google is going to have more ways to spread it around in front of us, and take up even more of our attention spans. But it’s not content with that, prodding its tentacles into other areas such as energy conservation. Schmidt recently spoke about the company’s early efforts to help make energy usage more efficient. Again, it’s not clear how Google would or could monetize it, but its influence in an area of changing demands is notable.

Does that make Google under $300 a bargain? In the long term, quite possibly. Remember when Google went public at $85 a share and people said its P/E of 58 was too high? Google’s 2008 P/E is now 18. And while Google’s profits are growing much more slowly, they are likely to be growing for years.

Google executives have long acted blasé about its stock price and investor obsessions like profit margins. Still, when a stock loses 67 percent of its value in a little more than a year, it has got to be worrisome for workers holding options. And so there may be a couple of stomach-churning years ahead for Google.

After that? The subtle moves Google has been making with an eye on long-term growth could lead to bigger payoffs for years to come. Maybe not 300 years, but certainly into the next decade or so at least.

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