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Eric Salviac

Gartner Identifies New Approach for Enterprise Architecture - 0 views

  • Gartner has identified seven properties that differentiate emergent architecture from the traditional approach to EA: 1. Non-deterministic - In the past, enterprise architects applied centralised decision-making to design outcomes. Using emergent architecture, they instead must decentralise decision-making to enable innovation. 2. Autonomous actors - Enterprise architects can no longer control all aspects of architecture as they once did. They must now recognise the broader business ecosystem and devolve control to constituents. 3. Rule-bound actors - Where in the past enterprise architects provided detailed design specifications for all aspects of the EA, they must now define a minimal set of rules and enable choice. 4. Goal-oriented actors - Previously, the only goals that mattered were the corporate goals but this has now shifted to each constituent acting in their own best interests. 5. Local Influences: Actors are influenced by local interactions and limited information. Feedback within their sphere of communication alters the behaviour of individuals. No individual actor has data about all of an emergent system. EA must increasingly coordinate. 6. Dynamic or Adaptive Systems: The system (the individual actors as well as the environment) changes over time. EA must design emergent systems sense and respond to changes in their environment. 7. Resource-Constrained Environment: An environment of abundance does not enable emergence; rather, the scarcity of resources drives emergence.
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    Enterprise architects must adopt a new style of enterprise architecture (EA) to respond to the growing variety and complexity in markets, economies, nations, networks and companies, according to Gartner, Inc. Analysts advised companies to adopt 'emergent architecture', also known as middle-out EA and light EA, and set out definitions of the new approach.
Christophe Deschamps

Enterprise 2.0 - an adoption model - 0 views

  • low readiness for change high risk-aversion preference for hierarchy and processes to create knowledge over personal freedom to collaborate and share individual preference for position power and legitimate power over referent powerand expert power
Christophe Deschamps

Enterprise 2.0 Vs Diffusion of Innovation - 3 views

  • Relative advantage : what value does it bring ? Compatibility : how much effort to transition to this innovation ? Complexity : how much learning is required to apply it ? Triability : How easy is it to try the innovation ? Observability : How visible are the results ?
  • None of these intangible assets (human, organizational and informational capital – i.e databases, Information systems, networks, technology infrastructure) has value that can be measured separately or independently.
  • Mc Afee still recommend to build some kind of business case with the following elements
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  • Costs and time lines
  • Expected benefits
  • Technology footprint
  • People make relative evaluations Reference point is status quo People are loss-adverse : a prospective loss of X is 3 times more painful that a gain of X is pleasurable.
  • These elements lead to the fact that we value what we have far more highly that what we could have instead. The result is what Gourville calls the 9x effect : people rate what they have 3 times more than their actual value and prospective items three times less than what they’re actually worth. A new item must therefore be at least 9 times better to justify the (perceived) effort required for the adoption.
  • As a result, McAfee quotes Gourville and recommends not to oversell the collaborative platform and make it clear that the adoption will be a long phase.
  • The objectives is to help them realize that these tools are the root cause of many of their daily work frustrations
  • So a 30 days trial might not be enough to see the full benefits of such solutions. However it can still proves how easy it is to use them.
  • A good strategy to make the results visible is to locate some teams of social networks enthusiasts (IT or HR departments might be a first good guess). And start to deploy the solution on such narrow teams.
  • In a transparency and observability purpose, it might be a good idea to monitor the knowledge workers perceived value of their tools and measure the progress. Preparing a questionnaire with a set of questions around the subject of collaboration, innovation, productivity and knowledge management could be a good starting point.
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    Revue du livre de McAfee par @ceciil
Yan Thoinet

untitled - 0 views

  • Driving successfully web 2.0 into the enterprise
  • A lot of companies are currently planning their web 2.0 strategies and are discovering the opportunities as well as facing the challenges of adopting these technologies in the workplace.
  • The business case, system adoption and issues around fragmentation are typical pain points that companies are dealing with as far as Enterprise 2.0 implementation is concerned.
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  • Making this type of initiative a success requires aligning the following critical aspects: senior management commitment and involvement, internal communication, company’s culture and organisational change, providing incentives and recognition, and finally selecting the appropriate infrastructure.
  • business strategy, aligned with clearly defined outcomes & objectives, and supported by organisational structures, company's culture and adapted technologies.
Yan Thoinet

Wikipatterns - Wiki Patterns - 0 views

  • Looking to spur wiki adoption? Want to grow from 10 users to 100, or 1000? Applying patterns that help coordinate people's efforts and guide the growth of content, and recognizing anti-patterns that might hinder growth - can give your wiki the greatest chance of success
  • Social Tagging
Christophe Deschamps

Seven wiki adoption techniques for the enterprise - 0 views

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    Des pistes pour intégrer les wikis dans l'entreprise.
Christophe Deschamps

How companies are benefiting from web 2.0: McKinsey Global Survey Results - 0 views

  • 69 percent of respondents report that their companies have gained measurable business benefits, including more innovative products and services, more effective marketing, better access to knowledge, lower cost of doing business, and higher revenues. Companies that made greater use of the technologies, the results show, report even greater benefits.
  • We found that successful companies not only tightly integrate Web 2.0 technologies with the work flows of their employees but also create a “networked company,” linking themselves with customers and suppliers through the use of Web 2.0 tools. Despite the current recession, respondents overwhelmingly say that they will continue to invest in Web 2.0.
  • When we asked respondents about the business benefits their companies have gained as a result of using Web 2.0 technologies, they most often report greater ability to share ideas; improved access to knowledge experts; and reduced costs of communications, travel, and operations. Many respondents also say Web 2.0 tools have decreased the time to market for products and have had the effect of improving employee satisfaction.
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  • Respondents also say they have been able to burnish their innovation skills, perhaps because their companies and customers jointly shape and cocreate products using Web 2.0 connections.
  • The median level of gains derived from internal Web 2.0 use ranged from a 10 percent improvement in operational costs to a 30 percent increase in the speed at which employees are able to tap outside experts.
  • Web 2.0 delivers benefits by multiplying the opportunities for collaboration and by allowing knowledge to spread more effectively. These benefits can accrue through companies’ use of automatic information feeds such as RSS2 or microblogs, of which Twitter is the most popular manifestation. Although many companies use a mix of tools, the survey shows that among all respondents deriving benefits, the more heavily used technologies are blogs, wikis, and podcasts—the same tools that are popular among consumers
  • Similarly, among those capturing benefits in their dealings with suppliers and partners, the tools of choice again are blogs, social networks, and video sharing. While respondents tell us that tapping expert knowledge from outside is their top priority, few report deploying prediction markets to harvest collective insights from these external networks.
  • Comparing respondents’ industries, those at high-technology companies are most likely to report measurable benefits from Web 2.0 across the board, followed by those at companies offering business, legal, and professional services
  • These survey results indicate that a different type of company may be emerging—one that makes intensive use of interactive technologies. This networked organization is characterized both by the internal integration of Web tools among employees, as well as use of the technologies to strengthen company ties with external stakeholders—customers and business partners.
  • As such, companies reporting business benefits also report high levels of Web 2.0 integration into employee workflows. They most often deploy three or more Web tools, and usage is high throughout these organizations
  • Respondents reporting measurable benefits say their companies, on average, have Web 2.0 interactions with 35 percent of their customers. These companies forged similar Web ties to 48 percent of their suppliers, partners, and outside experts. An organizational structure that’s more porous and networked may make companies more resilient and adaptive, sharpening their ability to access knowledge and thus innovate more effectively.
  • The survey results confirm that successful adoption requires that the use of these tools be integrated into the flow of users’ work (Exhibit 5). Furthermore, encouraging continuing use requires approaches other than the traditional financial or performance incentives deployed as motivational tools.
  • They also say role modeling—active Web use by executives—has been important for encouraging adoption internally.
    • Christophe Deschamps
       
      Cf le président de Cisco
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    L'entreprise 2.0 n'est pas qu'un concept et cette étude menée sur 1700 dirigeants le prouve.
Christophe Deschamps

La collaboration… une fumisterie ? - 8 views

  • Le Web social montre la voie à de nouvelles manières de faciliter l’échange de savoir, tant à l’intérieur qu’à l’extérieur de nos organisations, mais les comportements collaboratifs, indispensables à l’éclosion de modes de travail en accord avec la nouvelle économie en réseau qui est en train de se dessiner, ne sont présents (voire même imaginables) que chez bien peu d’entre nous.
  • Des milliers de pages Facebook sont créées chaque jour au nom de la promesse presque toujours fallacieuse de construire des communautés.
  • Ce dont nous avons besoin n’est pas de forcer l’adoption de nouvelles pratiques dans des structures conservatrices, mais de faciliter leur diffusion, par l’utilisation et la modification de mécanismes existants, quoique latents, pour permettre l’émergence de nouvelles pratiques.
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  • La véritable collaboration requiert non seulement le développement d’un environnement collectif favorable, mais aussi de la confiance. Le problème est que la confiance est une qualité en voie de disparition. Les marques ne peuvent prétendre ignorer que les clients leur font chaque année de moins en moins confiance, et que cette érosion de la confiance s’exprime partout, y compris sur les médias sociaux. Dans les entreprises, le niveau de confiance est encore plus bas. Le micro-management, l’évaluation continue basée sur la performance dans des environnements de travail prédéfinis, la pression hiérarchique et économique, ont gravement endommagée la confiance parmi les employés. Dans la plupart des cas, la collaboration est une fumisterie.
  • Les travailleurs du savoir doivent continuellement pouvoir disposer de nouvelles ressources, tandis que travail et apprentissage doivent se fondre en un flux continu. Mais, alors que si peu d’entreprises sont suffisamment mûres pour accepter et adopter cette complexité et ainsi redéfinir le travail en termes de flux fluide et collaboratif, comment pouvons-nous aider et accompagner les autres ?
  • Un tel modèle facilite l’adoption de pratiques collaboratives, mais ne tient compte ni des relations réelles entre les membres d’une entreprise et du manque sous-jacent de confiance, ni d’un des défauts majeurs des processus business : les «socialiser» permet plus facilement de prendre en compte les opérations floues ou incertaines, une approche voisine de celle des Barely Repeatable Processes de Thingamy, mais ne fonctionne pas correctement lorsque l’issue elle-même est incertaine. Les processus fonctionnent lorsque le résultat en est prévisible, ce qui est de moins en moins le cas.
  • Les communautés de pratiques, qui développent avec le temps de véritables comportements collaboratifs et adaptatifs, reposent bien plus sur la passion, la patience et l’implication que sur les technologies 2.0. Elles fonctionnent généralement bien en ligne lorsqu’elles fonctionnent bien hors ligne.
  • Ces relations ne sont pas basées sur une transaction, mais reposent sur la valeur que les entreprises peuvent créer en aidant les clients à résoudre les problèmes qu’ils rencontrent dans leur vie quotidienne, en leur proposant de meilleurs produits et services. Le Web social facilite cette logique à dominante service, permettant de recueillir davantage d’informations à partir des interactions entre les individus (c’est ce à quoi s’emploie le CRM Social). La mise en place de ce type de relation est un pré-requis de la collaboration, dont le but ultime est la co-création de valeur.
  • Plutôt que d’aider leurs clients à faire ce qu’ils ont à faire en entretenant une interaction constante, beaucoup de fonctions support les mettent au bout d’un entonnoir orienté processus. Par exemple, la DSI formalise en vain ses relations avec ses clients internes à travers la gestion des exigences, malgré leur inaptitude avérée à résoudre des problèmes réels en temps réel.
  • Redéfinir le client interne en suivant une logique orientée service permettrait de jeter les bases organisationnelles de la collaboration. La plupart des services en bénéficierait; les Ressources Humaines, par exemple, pourrait mettre en place un vrai développement de carrière, au-delà des référentiels métiers et fonctions.
  • Que se passerait-il si les managers considéraient leurs équipes comme des clients ? Faciliter la tâche de ses subordonnés et observer la manière dont ils les gèrent…
  • Je crois que l’application en interne de ce que nous apprenons à faire vis-à-vis de nos clients externes fournit une solution concrète à la préparation du changement vers une entreprise collaborative, pour la grande majorité des entreprises pour qui la collaboration est une fumisterie. Je ne propose pas de modèle, juste un appel au passage à l’acte. Pour faciliter la diffusion de pratiques collaboratives, redéfinissons le client interne, et tenons en compte de la même manière que nous devons à présent tenir compte des clients de nos marques.
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    Texte essentiel de @tdebaillon
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    Bravo, une grande part de ces constats est faire un pas dans une conscience de soi et de son impact sur la société. Les entreprises sont les ultimes clés, aussi je vous propose de penser en terme d'entreprise civile... voir ici: http://www.facebook.com/topic.php?uid=67036426665&topic=8274 le groupe ADN2 .. don t vous pourrez constater qu'il n'y a pratiquement jamais d'intervenants ou de critiques constructives (c'est à dire basée sur ce que l'autre pose comme support ou erreur à corriger.). souvent les forums sont au plus près de ce que les gens arrivent à faire: parler dans leur coin et corriger un par un.. mais il est vrai qu'il y a toujours un aspect "virtuel" sur ce qui est déposé en commun. Or c'est à partir du moment où nous pourrons affirmer travailler en efforts personnels pour des projets communs que nous pourrons parler de réelle collaboration. La différence entre "participer" à un débat en y déposant son avis (et donc d'en recevoir sa propre satisfaction egotiste) ET tenter de construire afin d'affiner et d'optimiser une réponse, en théorie comme en concret est vicieuse: la forme prime encore parce qu'apposer sa signature est devenu le gage d'un "pseudo-engagement, proche de ce que les gouvernances actuelles nous sommes de faire: voter" : cela se rejoint parfaitement dans un lien direct.
JM Delahais

Sharepoint and Enterprise 2.0: The good, the bad, and the ugly | Enterprise Web 2.0 | Z... - 0 views

  • These concerns about SharePoint’s ability to be an effective Enterprise 2.0 platform is one I hear echoed a lot with practitioners I talk to. In spite of this, I correspondingly hear that SharePoint is in fact what most organizations are planning on using when it comes to 2.0-style collaboration and knowledge management. Why the apparent disconnect between the perceived suitability (which we’ll dissect in a moment) and actual use? Part of it is SharePoint’s stunning penetration in the software business. T
  • In other words, SharePoint is already in most organizations today:
  • In fact, this is a central lesson in Web 2.0 design, that complexity is the enemy of ease-of-use and adoption; most 2.0 products are almost brutally simple in their user experience.
Miguel Membrado

Web 2.0 : les entreprises n'adoptent pas les outils de collaboration - 0 views

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    Malgré leur succès incontesté dans le domaine grand public, les outils de collaboration en ligne du web 2.0 peinent à s'imposer en entreprise. C'est ce que révèle une récente étude du cabinet d'analyse Forrester. Quelques chiffres : 68 % des employés utilisent toujours email & téléphone pour collaborer (!). Ils sont de plus en plus souvent secondés par la messagerie instantanée (15% des employés) et la web conférence (13 %) (seulement !). Les réseaux sociaux ne sont utilisés que par 8 % des employés, les blogs par 5 % des collaborateurs et les wiki par 4 %. MAIS Les outils de bureautique en ligne (Google Apps, Windows Live, etc.) semblent en revanche décoller puisque 16 % des employés y auraient désormais recourt. La transformation des usages vers les nouveaux outils de productivité bureautique est bien en route :)
Christophe Deschamps

Intellipedia suffers midlife crisis - 0 views

  • The problem? The growth of the collective intelligence site so far largely has been fueled by early adopters and enthusiasts, according to Rasmussen. About all those who would have joined and shared their knowledge on the social networking site have already done so. If the intelligence agencies want to get further gains from the site, they need to incorporate it into their own formal decision making process, he contended. Until that happens, the social networking aspect of Intellipedia is "just a marginal revolution," he said.
  • Established in 2005, Intellipedia, now managed by the Office of the Director of National Intelligence,  has approximately 100,000 user accounts. Open to anyone with a government e-mail account, it has social bookmarking tool, a document repository, a home page for each user, and collaboration spaces.
  • For true change to occur, other agencies must use Intellipedia as their official conduit, at least for some functions, Rasmussen said. Otherwise, it is just creating additional work for contributors.
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  • Another problem is that managers may not worry that their employees would not be comfortable contributing information to a social-networking tool. Rasmussen said he talked with one executive who said employees may not want to contribute personal items to their home page.
  • " 'Are you kidding?' " Rasmussen responded. "This is work. We force people to do stuff [they don't want to do] all the time — we make people come in sober and wear clothes. In certain cases top-down may not work, but in certain cases it does."
  • Contributors need to learn to accept "an agency-neutral non-ownership" stance to their articles, he said.
  • "If you bring too many locks into an overly cautious culture, that's all you get: locks," Rasmussen said. He also mentioned that mashups remain to be too difficult for non-programmers to create, and social networks continue to be held, presumably unfairly, by higher standards than other technologies.
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    Intelipedia, le réseau social des agences de renseignement US mis en place en 2005, connaît quelques difficultés. Intéressant retour d'expérience sur un projet 2.0 déjà ancien.
Christophe Deschamps

destinationCRM.com: The 7 Evolutionary Phases of Enterprise 2.0 - 0 views

  • Islands of Me — the beginning of organizational use of personal computers in which there was a culture of protectionism within facets of an organization; One-Way Me/Enterprise 1.0 — coworkers ask each other for information, but still only on a "need-to-know" basis; Team Me — employees understand their own individual power within their work community, but it does not expand enterprisewide; Proactive Me/Enterprise 1.5 — the ability to always be connected as workers could be distributed globally; Two-Way Me — communities are explicitly and purposefully created, and collective intelligence is beginning to surface -- albeit not in an automatic way; Islands of We — focus is on a larger team level and explicitly looks at how networking and community development can drive benefits to the entire organization; and Extended Me/Enterprise 2.0 (still in the early-adopter phase) — utilizes different information systems in order to foster transparency, has developed a participatory and engaged community, and has the agility to quickly adapt to changing environments.
Christophe Deschamps

Employers taking chances when blocking Facebook too, says Deacons - 0 views

  • 14 per cent use it at some time to access social networking sites. Usage is significantly higher among younger workers with 32 per cent of 16-24 year olds and 23 per cent of 25-34 year olds reporting frequent or occasional use. 20 per cent said their employer blocked access to social networking sites while 57 per cent said their employer allowed it (23 per cent did not know). 76 per cent of workers who use the Internet at work could see a benefit to their organisation in allowing access to social networking sites believing it showed: - trust in employees (68 per cent);  - gave people a break from day to day work and kept them fresh (48 per cent); and  - allowed them to better network with other employees, customers and suppliers (40 per cent). Among those who use social networking sites, 91 per cent saw a benefit to their organisation from the activity. In general, younger workers were more likely to see these benefits than their older counterparts. 16 per cent overall said an employer’s policy re on-line social networking would influence their decision to join one employer over another. This view was particularly strong among 16 to 24 year olds, with one in four saying it would. 91 per cent say that they use the Internet appropriately at work, with only 1 per cent admitting to frequent inappropriate use.
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    Etude australienne, avril 2008
Christophe Deschamps

Six key points for CIOs in creating value from Enterprise 2.0 - 0 views

Christophe Deschamps

IndustryWeek : Seven Strategies for Implementing a Successful Corporate Wiki - 0 views

  • Integrate the wiki as one of several important tools in an organization's IT collaboration architecture.Understand the wiki "rules of conduct" and ensure they are monitored and enforced.Optimize the use of wikis for collaborative knowledge creation across geographically dispersed employees, and for crossing divisional or functional boundaries, in order to gain insights from people not previously connected.Assign a champion to each wiki and have that champion observe contributions that people make to the wiki; the champion will help foster employees who adopt the important "shaper" role within the wiki.Recognize that the most difficult barrier to cross in sustaining a wiki is convincing people to edit others' work; organizations should ask their champion and managers to help with this.Recognize that a significant value of wikis comes from embedding small software programs into the wiki that structure repetitive behavior. Some include organizing meeting minutes, rolling up project status or scheduling meetings. Ask wiki participants to keep watching for repetitive activity to evolve and enhance wiki technology.Understand wikis are best used in work cultures that encourage collaboration. Without an appropriate fit with the workplace culture, wiki technology will be of limited value in sharing knowledge, ideas and practices.
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    Tout est dans le titre
Yan Thoinet

Wikipatterns en français - Wiki Patterns - 0 views

  • Comment passer de 10 à 100 puis à 1000 membres ? Ce site propose des "patterns", des stratégies d'action permettant de faire croître le contenu d'un wiki . Mais il ne s'arrête pas là : s'il détaille des stratégies d'action, il décrit aussi des stratégies contre-productives ou "anti-patterns" qui peuvent, elles, constituer des facteurs d'échec ou de ralentissement.
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    Conseils d'expert pour la mise en place d'un Wiki
Christophe Deschamps

What do CIOs Think About Social Media? - ReadWriteWeb - 0 views

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    A lire avant toute tentative d'aller plus loin avec les technos 2.0 en entreprise
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