Ziki - Bertrand Duperrin's last published content

Vista, ça donne envie de changer

dim, 06 Juil 2008 12:08:48 +0200

Ils sont très deuxième degré les gens du marketing chez MS non ?

KM 2.0 model

dim, 06 Juil 2008 10:31:48 +0200

Tags: organization learningorganisation km2.0 participation conversations

Posted by: bertrandduperrin

Toyota ou l’anti-risque

dim, 06 Juil 2008 10:27:03 +0200

Highlights and Sticky Notes:

Sans réelle coordination centrale, les sous-traitants de Toyota se jettent sur le problème. Sorte de mouvement brownien. Tout le monde discute avec tout le monde. En 3 jours ils ont reconstitué les processus de fabrication détruits, alors qu’ils n’ont aucune connaissance du métier et des outillages nécessaires. (D’ordinaire, construire une usine et son outillage demande une année, voire plus.)

Traduction pour l’entreprise : une surcharge d’informations (environnement incertain) conduit à saturer la direction de l’entreprise. Leurs subalternes doivent développer des courts-circuits qui ne passent pas par eux. D’où amélioration des performances de traitement d’informations. Effet inattendu : ces réseaux informels rendent l’organisation extraordinairement résistante. La perte de quelques éléments du réseau a peu d’effets.

Tags: toyota risk informalnetworks problemsolving collaboration

Posted by: bertrandduperrin

Clash of the Mindsets: How Indian And Western Engineers View the World Differently

dim, 06 Juil 2008 08:29:01 +0200

They pointed out that the biggest hurdle is socio-cultural, as Indian engineers think and act completely differently than their Western colleagues. The former, growing up in a red-hot economy, are animated by a “growth mindset” whereas the latter, operating in mature economies, are stuck in a “settled mindset.” These two opposite approaches clash when they are asked to collaborate on a R&D project. Why? Because Indian and Western engineers completely differ in their:

Highlights and Sticky Notes:

1) Reasoning. Unlike Western engineers, who reason with a predicate logic (a statement is either true (1) or false (0)), Indian engineers solve problems using a fuzzy logic (the degree of truth of a statement can range anywhere between 0 and 1).

2) Problem-solving. Given their average age (mid-20s), Indian engineers belong to the Generation Y, or the Millennials, who learn through hands-on experiments (think video-games) and peer-to-peer interactions (instant messaging anyone?). When solving a problem, these grown-up “kids” harness the multiplicative power of social networking tools to experiment with multiple solutions simultaneously, and select the optimal one based on peer input

Tags: india problemsolving generationy reasoning R&D

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Enterprise 2.0 conference : les videos du debriefing

dim, 06 Juil 2008 08:04:32 +0200

Comme je vous l’avais annoncé, Marc de Fouchecour et Richard Collin ont organisé un debrieffing de l’Enterprise 2.0 Conference. Je n’ai pas encore eu le temps de vous livrer les réflexions que leur analyse m’a inspiré (mais ça ne saurait tarder) mais je vous signale que les vidéos de leur intervention sont désormais publiées ici. Ainsi que leurs slides. Je ne peux que vous conseiller de consulter le tout. A titre personnel je me plains souvent du faible niveau des ...
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Entreprise 2.0 et courbe d’apprentissage

dim, 06 Juil 2008 06:11:44 +0200

On distingue 4 étapes d’apprentissages et 3 phases de temps. Ces phases de temps sont des durées moyennes bien entendu, en fonction du contexte et de l’existant en terme d’outils collaboratifs dans l’entreprise, elles peuvent être plus ou moins courte ou longues.

Tags: enterprise2.0 learningcurve adoption productivity changemanagement

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Who Wants To Be A Project Manager Anyway? Please Count Me In!

sam, 05 Juil 2008 20:43:44 +0200

# KPMG’s survey results which contrasted 2005 with 2003 revealed the following:

* There was an 81% increase in the number of projects globally
* There was an 88% increase in project complexity globally
* There was an 79% increase in project budgets globally

# The Standish Group survey results for 2004 revealed that only 35% of Information Technology projects were deemed to be successful as measured by being within their original budget, on schedule, and delivering all user requirements satisfactorily

# Ernst & Young and numerous others state that there are three categories of Project Management issues:

* People-related issues which on average represent 80%
* Process-related issues which on average represent 10%
* Technology-related issues which on average represent 10%

# O’Neill’s 1999 study results revealed that on average the typical Project Manager spends 70% of his time on Non-Value-Added project activities.

Tags: projectmanagement

Posted by: bertrandduperrin

Connecting the Dots: Small firms, big firms and regional economies

sam, 05 Juil 2008 20:08:18 +0200

What is a Virtual Enterprise Network (VEN)
The goal of a Virtual Enterprise Network (VEN) is to connect Small and Medium Enterprises (SMEs) into peer networks, supported by appropriate collaboration practices and technologies, to give them the capabilities and competitive advantages of large global enterprises, particularly in:

Tags: virtualenterprisenetwork networks collaboration synergies

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Free The Battery Humans

sam, 05 Juil 2008 19:59:05 +0200

Brilliant presentation by Lee Bryant at Reboot. Tags: enterprise 2.0 , generation y , social networks Related posts Web 2.0 at work : get passionate employees (1) Social computing revolution at Procter and Gamble (0) Hierarchy vs Wirearchy ? Or only complementarity ? (4) Enterprise 2.0 is not (only) about young people (0) With Human-Network Cisco steps into societal innovation (1)

Free the battery Humans

sam, 05 Juil 2008 19:52:06 +0200

Titre en anglais pour cette note mais aucune raison de traduire le titre de cette excellent slideshow de Lee Bryant (vu chez Pascal Veilleux). Articles sur le même sujet Universités NCM (Network Centric Management) (1) Une entreprise 2.0 mais des problématiques 1.0 (et heureusement) (3) Le Web 2.0 au bureau: pour des employés passionnés (4) Le prix Intrablog 2008 est lancé (4) La théorie d’Archimède appliquée à l’entreprise 2.0…avec de la confiance en guise de liquide (3)

From ‘Interruptivity’ to Productivity

sam, 05 Juil 2008 19:43:00 +0200

Also, with email there is the perception that you have more control because you can select recipients, but in reality you have less control over the message because you can’t control where it ultimately goes. Any of the original recipients can forward it, and this can leak sensitive information, take things out of context, and give you a whole new set of problems that require a lot of time and work to deal with. That can mean even more lost productivity from more important work.

Highlights and Sticky Notes:

I often talk about email as a “push” medium - that is, you push messages out to recipients, and each person gets their own copy. This seems simple enough, but two problems emerge in practice. Each new email message can be an interruption, and the fact that a separate copy goes to each person means that it isolates people from each othe

A wiki, by contrast is a “pull” medium - it pulls people in to look at content on a single, shared page that everyone can edit. That means people see all the changes that everyone else makes, and in builds a stronger connection & community instead that’s just the opposite of isolating. allows you to do two things:

Tags: productivity email wiki interruptivity

Posted by: bertrandduperrin

With I-Prize Cisco Hammer It into Crowdsourcing for Innovation

sam, 05 Juil 2008 19:39:07 +0200

A little time ago I wrote about Cisco’s Human Network. One of the point I raised was to know is Cisco was about to only play a facilitator’s game or try to exploit its network’s fruits when relevant. The answer was obvious, but now it gets materialized and is called I-Prize. It’s nothing less that a context in which people submit business ideas and concepts. Contestants will be able to refine their ideas relying on Human Network. What can they ...
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Avec I-Prize Cisco enfonce le clou dans le domaine du CrowdSourcing pour innover

sam, 05 Juil 2008 19:18:54 +0200

Je vous parlais il y a quelques temps de Cisco et de son projet Human Network. Un des points que j’avais relevé était de savoir de quelle manière Cisco allait se positionner en facilitateur ou si l’entreprise allait se donner la possibilité d’exploiter les fruits du fonctionnement de son réseau. Bien entendu la réponse était évidente, mais voici qu’elle se matérialise sous la forme d’I-Prize. Il s’agit ni plus ni moins que d’un concours qui permet de proposer des idées ...
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Cisco I-Prize – Mining the Web and the World for Innovation: Enterprise 2.0 Blog: News, Coverage, and Commentary

sam, 05 Juil 2008 18:57:12 +0200

Cisco has launched a contest and invited the world to give it great ideas. The winner gets to join Cisco and is funded to make the idea real. More specifically, “the winning team may have the opportunity to be hired by Cisco to found a new business unit and share a $250,000 signing bonus. Cisco may invest approximately $10 million over three years to staff, develop, and go to market with a new business based on your idea.”

Tags: cisco innovation ideas iprize distributedinnovation

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Better information sharing improves organizational performance (and save oil)

sam, 05 Juil 2008 18:25:35 +0200

I often evoke organisational performance issues to conclude that rethinking the way information circulates within companies an making it possible for people to build their own information supply chain is key. Experiences teaches us it’s really works and provide tangible benefits. It’s what Wallem, a shipping company, did, relying on RSS (you know, this technology many companies don’t want to use and most IT dept are fighting against…) and saved 8% (ie $400M). Let me mak clear that it’s not ...
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Enterprise 2.0 is not (only) about young people

sam, 05 Juil 2008 17:55:55 +0200

When people discuss enterprise 2.0 things often shift to Generation Y for whom new tools and practices are a part of their DNA. But I don’t think we have to consider enterprise 2.0 is about those young people and that older ones are barrier to change. My experience tends to prove it : leaders we can see emerging within companies share a lot of common points…but not their age. We can see people aged 40 or 50 really embracing the ...
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Bookmarks du 07/05/2008

sam, 05 Juil 2008 05:30:35 +0200

Social Networking v.Next… are you casual, or “purpose driven”? tags: socialnetworks, purpose, communities, relevance The following is a list of types or classifications of community that when applied to social networking can create or drive purpose: Communities of Action– a community where its members have the possibility of bringing about change Communities of Circumstance– a community based on life experience or the situation a member is currently in Communities of Interest– a community where its members share a common interest ...
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Social Networking v.Next... are you casual, or "purpose driven"?

ven, 04 Juil 2008 18:39:59 +0200

Highlights and Sticky Notes:

The following is a list of types or classifications of community that when applied to social networking can create or drive purpose:

Communities of Action– a community where its members have the possibility of bringing about change
Communities of Circumstance– a community based on life experience or the situation a member is currently in
Communities of Interest– a community where its members share a common interest or passion
Communities of Position– a community built around life stages that provide individuals with the opportunity to build relationships with others during that particular phase of their lives
Communities of Practice– a community made up of people who have common goals who interact to share experiences, lessons learned, new techniques, and information as they strive towards those goals
Communities of Purpose– a community made up of people who are going through the same process or are trying to achieve a similar objective. For example a community of people working to make a difference in the world, where mission matters as much as the bottom line.
Community of Inquiry– a community based on questioning, reasoning, connecting, deliberating, challenging, and developing problem-solving techniques, especially in the context of education

Tags: socialnetworks purpose communities relevance

Posted by: bertrandduperrin

Business Social Networks Need to be Managed

ven, 04 Juil 2008 18:29:01 +0200

Highlights and Sticky Notes:

However, "idea brokers are rarely able by themselves to mobilize the organizational support and resources necessary for execution."

For implementation, a different sort of person is needed — someone with deep cross-divisional relationships. Such deep relations "enable the exchange of fine-grained and tacit information, help actors navigate the unfamiliar terrain of partner divisions, and allow cohesiveness to build within the network, increasing trust and reducing intergroup rivalry."

Tushman recommend a two-pronged approach:

Invest in both idea brokers and in people with deep cross-divisional relationships.
Develop the skill needed for encouraging and overseeing informal networks. In particular, "executives must proactively manage the transition between discovery of a collaborative opportunity and execution of a cross-divisional project. They can do this by selecting people for important positions on the basis of not only their skills and prior experience but also the nature of their social networks."

Tags: socialnetworks management organization collaboration networking

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Social Network Analysis - The Roadmap to True Enterprise Knowledge Management

ven, 04 Juil 2008 14:18:37 +0200

Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.

Highlights and Sticky Notes:

Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries

SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.

It is critical to an organization to know who the key contributors are in the organization. It is important to identify these knowledge workers and map their connections.

Social networks develop naturally and are built based on trust. These networks share tacit knowledge; the knowledge in people’s heads that is not captured by company processes and procedures.

Tags: socialnetworkanalysis knowledgemanagement knowedgeworkers interactions tacitknowledge

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Enterprise RSS saves $400M in Oil

ven, 04 Juil 2008 12:01:00 +0200

Tags: informationmanagement information ROI RSS process

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Le partage d’information pour baisser la facture pétrolière

ven, 04 Juil 2008 11:43:18 +0200

J’évoque souvent des enjeux de performance organisationnelle pour conclure à la nécessité de rendre l’information totalement disponible à tous, où qu’ils se trouvent et sur quelque terminal que ce soit, d’utiliser d’autres technologies que l’email pour toutes les discussions qui ne sont pas d’ordre strictement privées, bref, de faire en sorte que chacun construise sa propre supply chain d’information plutôt que d’être la victime d’un raz de marée d’information inutiles et devoir se battre à la fois contre l’organisation et ...
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The Value of Knowledge - Part III

ven, 04 Juil 2008 11:06:07 +0200

As long as software is viewed as a expense that must realize short-term returns, corporations will be paying over and over for similar business function without the benefit of reuse. You will never make that shift from what we presently call management of information, viewed as technical efficiency, to an asset management perspective. The expense of acquiring information capabilities must change to become a means for gaining knowledge capital.

Tags: reuse software roi knowledgemanagement informationmanagement

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The Value of Knowledge - Part I

ven, 04 Juil 2008 10:56:52 +0200

1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?

Tags: knowledge knowledgeeconomy knowedgeworkers value accountability

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L’entreprise 2.0 n’est pas qu’une histoire de jeunes

ven, 04 Juil 2008 10:41:38 +0200

Dès qu’on évoque la question de l’entreprise 2.0 on évoque la question de la fameuse génération Y pour qui usages et outils sont un élément de leur patrimoine génétique. De là à dire qu’ils en seront les moteurs et que les “anciens” sont des empêcheurs de progresser en rond il n’y a qu’un pas que je me refuse à franchir. Mon expérience en la matière tend d’ailleurs à le prouver : le leaders que l’on peut voir émerger au sein ...
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