management 2.0 : manage collaboration inside enterprise
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© IDRH HEC – CESA MGA -
Management 2.0 : HEC – CESA MGA –
IDRH
CESA MGA Management 2.0 : manage collaboration inside enterprise
01/23/10
HEC Jouy en Josas Anthony Poncier
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Management 2.0 : HEC – CESA MGA –
web 2.0 and enterprise
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Web 2.0 is a social eco-system based on tools and usages
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Web 2.0 has triggered enterprise 2.0 organization
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Dynamics:
- Collaboration,
- Communities,
- Openess and sharing,
- Crossing and ascending
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Social medias: branding and e-reputation
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Why enterprises use social media
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Source benchmark group october 2009
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Web 2.0 : Talk to your client
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Build a community or a social network with your stake holders
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NING
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Recruit with social network
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Communicate and change your brand image
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Watch your brand
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Why collaboration inside enterprise ?
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Increase business performance
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« Contribution of the management in XXth century : 50 fold increase in the productivity of
the manual worker in the manufacturing The most important contribution
management needs to make the XXIst century ? Increase identicaly the productivity
of knowledge worker. »
Peter Drucker (Management Challenges of the XXIst century)
“If HP knew what HP knows, we would three time more profitable”
Lew Platt – Former CEO of HP
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Managers spend 2h/day searching information
50 % of the information found have no value
59% see no internal information that are useful
53% say they have no value
36% say there is too much, making it difficult to find the right information
From @ceciiil / Accenture : Survey 1000 middle managers US/UK – Jan 2007
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The generational fact
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Baby-Boomers (1946/1964)
X Generation (1965/1977)
Y Generation (1978/2000)
Technology
Organisation
Baby-boomers’culture in enterprise : • Hierarchy, procedures, automation of tasks
X generation’s culture in enterprise : • Process, competencies, pluridisciplinary teams
Y generation’s culture in enterprise : • Collaboration, network, community
Boomers are retiring : Transfer of skills Gen Y will be the more numerous: New management way
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The benefits of increasing collaboration
Corporate transformation into a collaborative organization contributes to corporate goals : perform better and at lower cost strategy and processes established by the organization
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Open KM Social networking, Emergent collaboration
Knowledge retention, strengthening of weak ties / knowledge sharing, collective intelligence, innovation
Worker efficiancy Complex problems solved by collaboration Improved process
New products and services, Increased profitability, Higher quality work, Higher project efficiency, Higher customer satisfaction, Employee retention
Inspired by Dion Hinchcliffe
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Earnings for employees
Learning techniques
Information sharing and collaboration
Problems solved
Development of knowledge
Development of new networks of influence
Worker efficiancy
Personal Saving time
Appetite for risk increased with the support of the community
Reducing isolation
Sense of belonging and moral support
Increased innovation and creativity
Reducing the costs of duplication or repeated errors
Profits
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Grow the collaboration spirit
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Are you ready for collaboration
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TO WORK COLLABORATIVELY, WE NEED TO CHANGE CULTURES
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The establishment of collaborative work faces 4 challenges
• Communicate to employees the value the organization places on sharing Organizational
• Create real value for members Community
• Establish a system that facilitates the exchange of information and reflection Technical
• Open to new ideas and maintain its commitment to develop the practice of his community
Personal
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People before SI
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The legacy of the twentieth century managerial opposed to collaboration
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Hierarchical Barriers
Functionnal Barriers
Disconnected islands
Source: Martin Roulleaux-Dugage : Gérer la confiance
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Many obstacles exist with regard to collaboration
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Obstacles
Behavioral
Unconscious
Tech-adverse
Hostility to new forms of organization
Organizational
Hierarchical structure
Managerial
Lack of management involvement
Lack of formation
No cross-communication
Hardly measurable ROI
Management focuses on the individual and not the group
Technicals
Security risk
Complexity of implementation
Source: Entreprise 2.0 Management et collaboration à l’ère de l’entreprise dynamique
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Create new reflexes in the organization
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Individuals • Giving before receiving • Go beyond the contract • Experiment
Groups • Networks • Communities • Collaboration
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Succeed in collaboration
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Success factors Seekers Contributors
Awareness How to find the right person ?
How to introduce myself ?
Connection Does this person will help me ?
How best sharing my expertise ?
Motivation Do I want to work with this person?
Do I want to collaborate with this person?
Needs Do I have the tools to collaborate effectively?
Process Do I know how to collaborate ?
Based on a slide by IBM
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Enable collaboration
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To b
e w
illin
g to
coo
pera
te
Establish a culture that promotes collaborative
To le
arn
to c
oope
rate
Collaborative management to train and develop the organization to implement this culture
To b
e ab
le to
coo
pera
te
Benefit from technical, human and financial resources to sustain this culture
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Management 2.0
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• Active listening • Trust • Bi-lateral appraisal
Community Management
• Respect the authorship of an achievement
• Allow the author to defend it
Creative commons • Training our staff
• Let them self-forming
• Recruit a potential, not an experience
Beta
• Integrate atypical profiles
• Enable them to be atypical
Long tail • I am the sum of individuals
• Monitor performance, not people
Wisdom of crowd
Inspired by Sandrine Szabo in Paris 2.0
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Create collective intelligence
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Source: Olivier Zara : Management de l’intelligence collective
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Making choices based on impact and urgency
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Collegiate Collective
Collegiate Individual
Urgent Important/ Complex
Strong impact
Weak impact Source: Olivier Zara : Management de l’intelligence collective
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What about COLLABORATIVE TOOLS?
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Changing the culture of the organization
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FromPCtoonline Frommailtoshare
Changemanagement
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Maturation of enterprises for collaborative technologies Technologies=culture
• Individual work • Closed personal
space
Desktop
• Group input • Connection
between closed personal spaces
Mail • Shared spaces • Individual
publishing
Groupware
• Shared spaces • Group editing • Collective
ownership
Wiki
• Open space • Individual
publishing
Blog • Open space • Group editing • Find experts
Social networking
Inspired: Nathan Wallace, http://www.e-gineer.com
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Collaborative tools to support a global and dynamic partitioning off
Meet the needs of employees
Facilitate access and sharing of
information
Make a maximum
contribution of actors
(desynchronization)
Connecting collaborators
The commitment of each
Develop its expertise and
its own network
Become a driving force
in the dynamics of
project
Contribute to the project
« at their own pace »
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CONCLUSION
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Incontournables laws of collaboration
Collaborative work in a company is based on a vision to make sense
Collaboration is based on voluntary and can not be an obligation
We share our knowledge when we know that our work is recognized and appreciated by others
The added value of collaboration must be demonstrated quickly
It’s not just about exchange, but having the right information at right time
Business networks (formal and informal) are one of the main responses to the collaboration. It is not just finding the right document, but also find the expert who will answer
Tools (wiki, blog, forum, rss) each have a role, but it is their practices which are crucial
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Don’t be afraid
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News Briefing
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Thank you!
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