Sunday Quote : John Hagel
May 12, 2013
Our point of view is that the rationale of scalable efficiency is becoming less and less compelling, and the alternative rationale is scalable learning. The reason we have institutions is because we can learn faster as part of an institution than we could alone.
This quote is taken from a great John Hagel interview by Stowe Boyd. The co-chairman of Deloitte Center for Edge innovation shares here a profound idea.
In Here Comes Everybody, Clay Shirky suggests that the core purpose of organizations, as defined by Nobel prize Ronald Coase, (the cost of transaction) is no longer relevant in our networked economy. In order to demonstrate his statement, Shirky draws on complex distributed projects such as open source software or wikipedia. So this has left us wondering : what is the core purpose of institutions in the 21st century ?
John Hagel proposal is inspiring : it is to scale learning to the whole organization for faster individual learning and (I may add) to develop organization intelligence as the network of individual knowledge. Which brings us back to the Knowing-Doing Gap : once the company has accumulated learning and knowledge, how does it turn it back into action ?
The Collaborative Organization by Jacob Morgan
May 10, 2013
Jacob Morgan is principal at The Chess Media Group and has been a very active promoter of Collaborative Software for the last few years.
I had the opportunity to meet him at a party at the Enterprise 2.0 Summit in Boston in 2011. I knew his work before that as I’ve read many of the case studies his company has shared through their blog. I was quite impressed by his enthusiasm and his sharp mind on the topic despite his rather young age (he was 28 back then). He told me then he was writing a book : I guess it is the first time I read a book that was introduced to me by his author prior to the publication so please forgive me for bragging about it.
The Collaborative Organization introduces itself as a Strategic guide to solving your internal business challenges using emerging social and collaborative tools. It is a truly useful book as it is clear, actionable, based on solid experience and many research studies. It allows to define a strategy suited to your own context with many tricks of the trade to tactically address the many issues such project implies.
Last but not least, the book contains insights from many thought leaders such as Don Tapscott (already quoted here), Gil Yehuda, Charles H Green, Oscar Berg or Andrew McAfee and, for each section, there is a testimony by a project leader of such initiative in many different industries : insurance, publishing, video game, health care, logistics, government, organisation …
This allows to multiply the perspectives and make it a genuine valuable and collaborative effort …
The Knowing-Doing Gap
May 7, 2013
Jeffrey Pfeffer and Robert Sutton are both professor of organizational behavior in Stanford University and this book, written in the late 90′s, remains as relevant as ever today.
In The Knowing-Doing Gap (How Smart Companies Turn Knowledge into Action) they attempt to address one of the main root cause of the problems organizations face in 21st century economy : why the ideas that are widely known and proven to be useful remain unimplemented ? How to bridge this knowing-doing gap and what are the results of companies succeeding in doing so ? How to tackle the paradox of companies that know too much and do too little, and who fails in transforming knowledge into action (and action back into new knowledge) ?
This is one of the most powerful book I’ve read about management together with Toyota Kata by Mike Rother. Both books have this thing in common : these are proposing meta-processes to address systemic issues faced by companies today. The objective is to align thinking and action and, while doing so, it is to deeply transform organizations into dynamic entities able to tackle any new problem arising.
Another classic reviewed by #hypertextual and another very long post (+2000 words – 10 mns read) …
Social Neuroscience, SCARF Model and Change Management
April 23, 2013
I have been quite intrigued by the intersection of neurosciences and management / leadership lately. It all started on the Organizations Change Practitioners community on LinkedIn.
No disrespect for the other groups I’ve joined, but it probably is the one I find the most inspiring amongst the ones I’ve joined. Luc Galoppin, Bill Braun and Jennifer Frahm are making a fantastic job moderating it. Jen twitted this article about Neuroscience and Change Management that got my attention. A link leading to another, I’ve ended up discovering the SCARF model by David Rock and this has opened my eyes to the topic. I have also been reading and viewing other related materials. This article comes as some sorts of wrap-up of this research work.
I have been discussing about Social Business Vs Social Status lately, looking for solutions. Well, Social Neurosciences may just prove to bring the required tools to address this.
If you are interested in bringing conscious awareness to otherwise non conscious processes, then read further (be warned it’s a long one) … Read the rest of this entry »
Sunday Quote : Dan Ariely
April 21, 2013
The bad news is ignoring the work of people is almost as bad as shredding the result of their work in front of their eyes. The good news is simply looking at what somebody has done and scanning it and say “aha” that seems quite sufficient to dramatically improve people’s motivation.
Dan Ariely is an Israeli American professor of psychology and behavioral economics. He teaches at Duke University and is the founder of The Center for Advanced Hindsight. He describes in this TED talks some experiments that have been carried out to investigate the inner mechanics of personal motivation. Thnaks to Vincent Ehrhart for sharing this.
Cet article est tiré de #hyperchange – petit guide de la conduite du changement dans l’économie de la connaissance, e-book publié par #hypertextual le 13 Mars 2013.
Il s’agit ici de la synthèse du livre, synthèse qui propose un plan d’actions suivant 4 phases (vision, élaboration, mise en oeuvre et pérennisation) qui correspondent à 4 axes : leadership, stratégie, management et culture.
#hyperchange : éloge du management visuel
April 2, 2013
(Cet article est tiré de l’ouvrage #hyperchange – petit guide de la conduite du changement dans l’économie de la connaissance)
J’utilise quotidiennement le management visuel depuis plusieurs années et je ne cesse d’y trouver de nouvelles vertus. Il rend le processus actionnable et permet de rendre visible les modes de fonctionnement et les interactions. En cela, il redescend la ligne de flottaison des élements explicites de la culture de l’organisation (cf éléments de la culture des organisations selon Schein [EN]). Ainsi, il contribue à la transparence et, par voie de conséquence, à la confiance au sein de l’entreprise. Enfin il permet de rendre visibles les problèmes, de les traiter et de garantir une adéquation entre les activités des équipes et la réalité opérationnelle.
Ce qu’on sait moins, et que nous a rapporté Pierre Masai le CTO Europe de Toyota Motors, c’est que le management visuel apporte une approche cognitive différente qui permet une relation plus efficace entre le manager et le collaborateur. Il s’agit d’un élement essentiel dans la conduite du changement. Read the rest of this entry »
Sunday Quote : Don Tapscott
March 31, 2013
Rather than an information age, it’ more appropriate to speak of an age of networked intelligence in which we can collaborate with others on a global basis at the speed of light. This is why collaboration has become probably the hottest topic in business today.
This is taken from the foreword Don Tapscott wrote for the very actionable essay by Jacob Morgan The Collaborative Organization. We will get back on this smart book very soon – watch this space and in the meantime, give some thoughts to Don Tapscott quote above. Happy Easter people !
#e20s Hackathon : Principles of Leadership and Management
March 29, 2013
As part of the Enterprise 2.0 conference last week in Paris there was a Management Hackathon, addressing 2 topics : organization of the 21st century and Leadership and Management principles. 2 teams were competing to tackle each subject.
We built a team around the second topic and this is what we came out with : Read the rest of this entry »
Enterprise 2.0 Summit 2013 – the Social Business Hackathon
March 27, 2013
(Photo by Na-Young Kwon)
The 2013 edition of the Enterprise 2.0 Summit was held last week in Paris. A great opportunity to have a clear vision of where we stand today in terms of implementation of collaborative technologies in the enterprise and how it transforms the way we work, the way we manage and the way we collaborate.
A great organization by the Kongres Media crew (Bjoern Negelmann, Thomas Koch), featuring many speakers we haven’t seen much in France : Euan Semple, Sandy Carter and Dion Hinchcliffe. The case studies were very insightful as they covered many different industries (Amadeus, Sonae, Continental, Deutsche Telekom, Van Marcke, SNCF …).
The format of work sessions made it very dynamic : one or two 15 minutes case studies and then discussion with the panel and the audience. Not to forget the Management Hackathon (more on this in a dedicated post to come) or Lego Games (hence the photo) as brilliant collaborative initiatives … Read the rest of this entry »
Citation du Dimanche – Henri Bergson
March 24, 2013
“Il faut agir en homme de pensée et penser en homme d’action.”
Je regrette de ne pas avoir connu cette citation lors de la rédaction de #hyperchange car je l’aurais probablement mise en exergue tant il s’agit là de la perspective que je souhaitais donner à cet e-book.
On conclut parfois hâtivement que les personnes s’appuyant trop sur la théorie ne sont pas dans l’action (on retrouve cela dans l’entretien avec Anthony Poncier). Notre héritage culturel où la division du travail est pregnante fait que nous sommes souvent persuadés que les deux sont inconciliables chez une seule personne. A moins que ce ne soit la difficulté de la tâche – la présence cognitive permanente dans l’action est en effet épuisante, personne n’a prétendu qu’il s’agissait là de tâche aisée.
Comme le rappelle Matthew Crawford dans Eloge du Carburateur, il s’agit là de la noblesse du statut de travailleur. Daniel Kahnemann dans Thinking, Fast and Slow, explique lui comment cette approche est surtout essentielle pour être capable de prendre de bonnes décisions sans se laisser aveugler par ses intuitions. En cela, la citation de Bergson éclaire magnifiquement le noeud de notre rapport au travail et, au delà, de notre condition, ce que Alexandre Jollien appelle le métier d’homme.
Encore une fois, elle ne fait que me conforter dans cette idée que le Lean et l’approche Entreprise 2.0 sont les plus pertinentes approches de management en ce siècle qui nécessite plus que jamais de l’appliquer consciencieusement : agir en homme de pensée et penser en homme d’action.
Enterprise 2.0 Summit is just around the corner (20-21 Mars in Centre National des Armées in Paris). A great opportunity to meet the worldwide #e20 mob with the likes of Jon Husband and Dion Hinchliffe joining the european list of usual suspects (Emanuele Quintarelli, Bertrand Duperrin, Anthony Poncier, Mark Tamis, Luis Suarez or Lee Bryant).
Within the scope of the E20 project management excellence track, I will moderate a panel : Social Process and Collaboration Design on Thursday. This will be with Emanuele and Anthony as panelists and Joao Gunther Amaral (Sonae) and Anna van Wassenaer-Golla (Favela Fabric) as speakers, telling us their stories. The objective is to provide perspective on what should be considered to enable a company-wide social collaboration and for which process and collaboration type social collaboration infrastructures provide the most added value?
The key questions to be addressed will be :
- What should be considered to enable a company-wide social collaboration?
- Adhoc collaboration and defined business processes – what’s the added value of social collaboration models to these workflow paradigms ?
- For which process and collaboration types social collaboration infrastructures provide the most added value?
See you there !
#hyperchange : petit guide de la conduite du changement dans l’économie de la connaissance
March 13, 2013
C’est avec une grande joie qu’#hypertextual vous présente aujourd’hui son premier e-book : #hyperchange – petit guide de la conduite du changement dans l’économie de la connaissance.
Citations du dimanche : Pascal Picq
March 10, 2013
Notre pays traîne trois boulets : l’anthropocentrisme, le cartésianisme et l’exception française.
L’anthropocentrsime s’appuie sur les dualismes homme/animal, nature/culture et acquis/inné (…). Si une réflexion pointe la necessité de préserver la nature, la biodiversité, voir les populations humaines autochtones, c’est considéré comme de l’anti-humanisme. Il ne s’agit là que de dogmes théologico-philosophiques qui mériteraient d’être validés et, n’en déplaise à notre pensée universaliste, ne sont pas du tout universels. C’est la qu’intervient les “ce que je crois” le cartésianisme s’évertuant à développer des artifices de raisonnements rationnels pour valider des propositions qui, quant à elles, n’ont jamais été évaluées (…) Il y a confusion entre esprit rationnel et esprit scientifique (…) Enfin l’exception française se gargarise dès lors que l’on s’oppose au monde.
Conduite du changement : comment communiquer, communiquer, communiquer ?
February 12, 2013
(Ce texte est extrait de l’ouvrage #hyperchange – petit guide de la conduite du changement dans l’économie de la connaissance).
Dans la plupart des projets de gestion de changement, on entend toujours ce même refrain : il faut (on va / nous devons) communiquer, communiquer, communiquer. C’est à ce moment que l’ensemble de l’assitance lève les yeux au ciel. Premièrement parce que cela a déjà été dit dans des initiatives de changements précédentes, pour un résultat, au mieux mitigé. Ensuite car cela ne répond pas à la question : d’accord mais comment ?
L’objectif de ce second article sur la conduite du changement est de donner quelques indications pour mieux “communiquer, communiquer, communiquer” (ok : j’arrete).
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