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  • Le travail en 2030

    Le travail en 2030

  • Être créatif en entreprise, c’est possible ?

    Être créatif en entreprise, c’est possible ?

  • Stratégie et Management : Voir au-delà du digital en 2018

    Stratégie et Management : Voir au-delà du digital en 2018

  • Nouvelle édition de l’Observatoire de la créativité ! 2018

    Nouvelle édition de l’Observatoire de la créativité ! 2018

  • Résolutions et voeux Boostzoniens : Augmenter le management en 2018

    Résolutions et voeux Boostzoniens : Augmenter le management en 2018

  • THE BOOSTZONE MUST HAVE UPDATE IS OUT (UPDATE 2017 T4)

    THE BOOSTZONE MUST HAVE UPDATE IS OUT (UPDATE 2017 T4)

  • Le travail demain : vers le renouveau du « capital humain » *

    Le travail demain : vers le renouveau du « capital humain » *

  • Savoir prendre ses distances quand tout est trop proche

    Savoir prendre ses distances quand tout est trop proche

  • THE BOOSTZONE MUST HAVE UPDATE IS OUT (UPDATE 2017 T3)

    THE BOOSTZONE MUST HAVE UPDATE IS OUT (UPDATE 2017 T3)

  • Envisager dès maintenant le 4ème âge du digital : le post digital

    Envisager dès maintenant le 4ème âge du digital : le post digital

  • La maîtrise des flux d’information : un savoir faire stratégique

    La maîtrise des flux d’information : un savoir faire stratégique

  • Qui nommera le premier CNO (Chief Neurosciences Officer) ?

    Qui nommera le premier CNO (Chief Neurosciences Officer) ?

  • Recrutement : à la recherche du candidat « augmenté »

    Recrutement : à la recherche du candidat « augmenté »

  • L’HUMAIN AU CENTRE DE LA REVOLUTION DIGITALE

    L’HUMAIN AU CENTRE DE LA REVOLUTION DIGITALE

    кресло-мешок
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  • Les DRH : cyclopes, myopes et pourtant stratèges

    Les DRH : cyclopes, myopes et pourtant stratèges

    Here is a collection of places you can buy bitcoin online right now.
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  • La gouvernance, quelles leçons l’Inde ancienne peut-elle nous apporter ?

    La gouvernance, quelles leçons l’Inde ancienne peut-elle nous apporter ?

    2015 toyota corolla
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  • Changer la culture avec des Ted Talks internes, CR de notre laboratoire du 23 mars 2017

    Changer la culture avec des Ted Talks internes, CR de notre laboratoire du 23 mars 2017

  • Plus d’emplois grâce à l’Intelligence Artificielle

    Plus d’emplois grâce à l’Intelligence Artificielle

  • Pourquoi cinq millions de désoccupés? Un coup de gueule sur le marché du travail français

    Pourquoi cinq millions de désoccupés? Un coup de gueule sur le marché du travail français

  • The Future of Work, 2017, Several Revolutions in the Making… after Digital

    The Future of Work, 2017, Several Revolutions in the Making… after Digital

  • 2017, Année d’opportunités !

    2017, Année d’opportunités !

  • L’Intelligence Artificielle, défi stratégique pour les RH

    L’Intelligence Artificielle, défi stratégique pour les RH

  • Trois (nouvelles) compétences de gouvernance pour les dirigeants

    Trois (nouvelles) compétences de gouvernance pour les dirigeants

    Companies often let one think of tremendous armours of the Middle Ages. Their imposing bearing, well-designed for combat with spears, metal parts polished, leather joints properly waxed. They are protecting the body of those inside … and yet lock them in… they are completely unfit for modern combat. Management also means knowing how to dismantle the shackles which impede organizations.
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  • Hacking Corporate Organizational Armours

    Hacking Corporate Organizational Armours

    Companies often let one think of tremendous armours of the Middle Ages. Their imposing bearing, well-designed for combat with spears, metal parts polished, leather joints properly waxed. They are protecting the body of those inside … and yet lock them in… they are completely unfit for modern combat. Management also means knowing how to dismantle the shackles which impede organizations.
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  • Hacker l’armure de l’organisation de l’entreprise

    Hacker l’armure de l’organisation de l’entreprise

    Les entreprises font souvent penser à de formidables armures du moyen âge. Pleines de prestance, bien conçues pour le combat à la lance, le métal briqué, les jointures de cuir cirées. Elles protègent le corps des hommes qui s’y trouvent… mais elles les y enferment… et sont complètement inadaptées au combat moderne. Le management c’est aussi savoir démonter les carcans qui entravent les organisations. La visière étroite empêche de voir le monde alentour. Les rigidités empêchent d’évoluer. Le corps enserré ne respire pas et s’essouffle à porter ce fardeau. L’armure de l’entreprise comporte plusieurs éléments : des structures, des systèmes, des …
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  • La créativité en entreprise, vous la vivez comment ?

    La créativité en entreprise, vous la vivez comment ?

    Pour comprendre comment les entreprises libèrent la créativité, Arctus et l’Institut Boostzone ont décidé de lancer l’Observatoire de la créativité. Partagez votre avis sur la manière dont votre organisation, ou les organisations que vous côtoyez, libèrent la créativité. Quels sont les leviers qui la facilitent ? Les barrières qui l’en empêchent ? JE PARTICIPE PS Tout participant prend part au tirage au sort d’une boite de Lego® pour développer sa créativité !
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  • Is Technology Downskilling or Upskilling Us?

    Is Technology Downskilling or Upskilling Us?

    New technologies accelerate the mutation of skills required by the various tasks we perform. How can we manage the obsolescence of our own skills? Why will we have to value skills differently tomorrow? The impact of technologies on employment is mostly qualitative: they downskill and upskill us. New technologies are accused of many evils, including reducing the number of jobs. This is not new, the luddites in England complained about the same problems two centuries ago. The press and the economic literature today publish many articles all more or less alarmist about the disappearance of jobs because of technology and …
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  • L’Architecte : nouveau Raspoutine des dirigeants ?

    L’Architecte : nouveau Raspoutine des dirigeants ?

    Depuis deux ou trois ans, les projets de création de nouveaux espaces de travail se multiplient dans les entreprises, notamment dans les grandes multinationales. Après des décennies d’Open Space déshumanisés à l’efficacité pas toujours convaincante, place aux espaces de vie, aux campus, aux bureaux où l’on se sente comme à la maison, aux lounges collaboratifs avec leurs sofas « cool », aux halls d’accueil superbement dessinés par « le designer à la mode », aux coins « babyfoot » pour libérer la créativité des équipes. Place aux grands questionnements : devons-nous limiter les bureaux individuels au top 5 des managers …
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  • Accepter notre irrésistible désavoirfairisation…

    Accepter notre irrésistible désavoirfairisation…

    L’automatisation, les nouvelles technologies accélèrent la mutation des compétences dont l’entreprise et la société ont besoin. Comment éviter l’obsolescence de nos propres compétences, de celles de nos collaborateurs ? Pourquoi faudra-t-il valoriser les compétences différemment demain ? L’impact des technologies sur l’emploi est d’abord qualitatif : elles nous désavoirfairisent et nous sursavoirfairisent Les nouvelles technologies sont accusées de nombreux maux, dont celui de réduire le nombre des emplois. Ce n’est pas nouveau, les Luddites en Angleterre et les canuts de Lyon en France se sont plaints des mêmes maux il y a plusieurs siècles. La presse et la littérature économique …
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  • Can We Be Julesvernists Again?

    Can We Be Julesvernists Again?

    Jules Verne (1828-1905) lived in a time comparable to ours. New technologies were spreading exponentially and combining with each other in a sort of whirlwind. The steam engine, electricity, domestic gas, oil, railways, global shipping, automotive and new instruments of war changed the world and were “disrupting” all industries, all professions, all qualifications within a still largely little mechanized agricultural Europe. Jules Verne had anticipated developments in fields as diverse as aviation, helicopters, submarines, sea diving and sea exploration, interplanetary rockets, extremely powerful explosives, the most incredible forms of energy, long distance communications, music recording, radio, etc. He also, with …
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  • Redevenons  julesvernistes

    Redevenons julesvernistes

    Jules Verne (1828-1905) vivait dans une époque comparable à la nôtre. Les nouvelles technologies se déployaient exponentiellement et se combinaient. La machine à vapeur, l’électricité, le gaz domestique, le pétrole, les chemins de fer, le transport maritime, l’automobile et les nouveaux instruments de guerre changeaient le monde et allaient bouleverser toutes les industries, tous les métiers, toutes les qualifications dans une Europe encore largement agricole et peu mécanisée. Jules Verne avait anticipé les développements de domaines aussi variés que l’aviation, les hélicoptères, les sous-marins, les scaphandres,
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  • Ne pas laisser l’arbre du digital cacher la forêt des disruptions

    Ne pas laisser l’arbre du digital cacher la forêt des disruptions

    Il serait temps d’arrêter de ne parler que de la révolution digitale car à force de tout mettre sur le dos du mot valise « numérique » on oublie qu’il y a d’autres révolutions tout aussi importantes et on finit par conclure qu’en apprenant à chacun à coder on réglera tous les problèmes de croissance, d’éducation et de savoir-faire de la population au travail. Oui, le digital est important mais il n’est que l’une des multiples facettes des révolutions du vingt -et-unième siècle.
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  • Lessons from history: Why the business education systems are so important in determining the dynamism of an industrial economy, the cases of Germany and the US

    Lessons from history: Why the business education systems are so important in determining the dynamism of an industrial economy, the cases of Germany and the US

    Robert Locke, a long time contributor and author at the Boostzone Institute, namely with his book « Management from Hell », presented recently a very important paper comparing the historical development of management education in the US and in Germany. We generally do not present academic paper on our blog but we are happy to be able to present this one today in a slightly abridged version (the original document can be downloaded at http://hermes.hsu-hh.de/~vhb-ideengeschichte ) because some of the major elements of this document, although lessons from history, are major inputs, in my view, on how to think about management, innovation, …
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  • Lettre du Japon: Avé Parias!

    Lettre du Japon: Avé Parias!

    Christian Sautter est de nouveau notre invité avec ce billet sur les « parias » que chaque société se découvre ou s’invente. Entre les lignes se révèlent de profonds problèmes de management public et de management des entreprise, quand la culture et l’émotion se mèlent à la rationalité. L’actualité de la semaine nous en apprend de belles. D’un côté, « Amérique- Société Anonyme » soustrait plus de 2000 milliards de revenus au fisc » (Les Échos, 7 octobre 2015). En clair, les 500 plus grandes multinationales américaines ont, en toute légalité, planqué des fortunes dans les paradis fiscaux et privé ainsi le …
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  • Lettre du Japon: Le Senior de la supérette

    Lettre du Japon: Le Senior de la supérette

    Voici une nouvelle « lettre à ses amis » de Christian Sautter. En parlant du Japon elle parle en fait surtout du vieillissement, du monde du travail dans un pays vieillissant, de la notion de service et de vie de quartier, sans complaisance ni idéologie, mais comme un exemple de ce qui existe déjà au Japon et qu’il serait intelligent de regarder pour nous. La plus grande surprise de nos amis « western », en sus de la coexistence pacifique des piétons et des cyclistes sur les trottoirs parfois étroits de Kyoto, est d’être salué par un petit vieux en uniforme à l’entrée …
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  • Lettre du Japon: La descente du ciel

    Lettre du Japon: La descente du ciel

    De la « pantoufle » au Japon au scandale Toyota, au rachat du Financial Times par le Nikkei et aux indemnités de guerre versées par Mitsubishi Materials, Christian Sautter nous offre, avec cette lettre écrite depuis le Japon fin juillet 2015, une vision très enrichissante du Japon contemporain aux résonances  curieusement internationales. Rassurez-vous, chers amis, nous ne sommes pas en train de passer par une crise mystique, quoique le bouddhisme de l’école Zen pratique une philosophie de l’épanouissement individuel, de la discipline du travail et de la sérénité du temps présent qui n’est pas sans séduction. La « descente du ciel » caractérise la relation …
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  • Le Capital Humain se place en portefeuille d’obligations

    Le Capital Humain se place en portefeuille d’obligations

    La mesure du capital humain a fait couler beaucoup d’encre. L’ambiguïté du terme, son analogie avec le capital financier ou industriel, le coté « humain », bienveillant par sa proximité avec humanisme, s’accolant à capital(isme) en font un mot valise propre à maints débats et à bonne conscience. Pourtant, un autre regard sur la valeur du capital humain, comme une somme d’actifs que chacun posséderait (ou non) en « portefeuille », permettrait de lui redonner une utilité concrète pour chacun.
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  • Nos mini-labos sur le monde du travail et du management : Programme 2015 – 2016

    Nos mini-labos sur le monde du travail et du management : Programme 2015 – 2016

    Voici le programme de nos mini-labos pour cette année, notez les dates dès à présent dans vos agendas. Ils remplacent nos business-breakfasts mensuels et leur nom met en relief leur dimension exploratoire, opérationnelle et collaborative. Cette appellation rend également compte de leur filiation directe avec les labos de recherche que nous organisons régulièrement – sur invitation – avec des dirigeants d’entreprise. Ce programme tient compte des préférences exprimées par les membres de l’Institut et par ses amis lors d’un sondage réalisé en juin 2015. Il est susceptible d’être modifié en cours d’année, par des ajouts, des suppressions, des changements de …
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  • « L’âge du faire »: une enquête ethnographique dans la Silicon Valley

    « L’âge du faire »: une enquête ethnographique dans la Silicon Valley

    « L’âge du faire » de Michel Lallement se présente comme le « Fruit d’une enquête ethnographique menée dans la région de San Francisco, là où les chantres de la contre-culture libertaire côtoient les entrepreneurs de la Silicon Valley”. Son objet est le mouvement “faire ». C’est un livre de sociologie et non de management. Il est descriptif et non prescriptif. Cela en rend la lecture agréable. Il convient bien aux vacances d’été. Les liens entre contre-culture et société technologique sont déjà bien apparents dans la biographie à succès de Steve Jobs. Ce livre permet de creuser plus la thématique. J’ai été gêné au …
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  • Le pouvoir de la curation

    Le pouvoir de la curation

    Nous sommes tous noyés sous l’information. Mais avons-nous la bonne, pouvons-nous réduire notre infobésité ? Et si nous étions tous collectivement responsables ? Une curation bien conçue est une solution à l’infobésité. Disposer seulement (simplement) de l’information la plus pertinente serait idéal mais cela nous paraît impossible. Pourtant, l’information nous vient des autres et nous la donnons aux autres. Elle est donc d’abord un phénomène de collaboration. Le double entonnoir de la curation La curation est humaine, faite par des hommes pour des hommes. Certains sont des professionnels, d’autres non. Mais chacun est de fait un double curateur. Il nous faut plusieurs …
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  • Le capitalisme vu par le fondateur de Kyocera, à méditer

    Le capitalisme vu par le fondateur de Kyocera, à méditer

    Ce texte a été écrit par Christian SAUTTER et Catherine CADOU. Il est repris ici avec leur aimable autorisation. Il y a un mois, la Chambre de Commerce de Paris a accueilli en grande pompe Monsieur INAMORI Kazuo pour une conférence mémorable. Ce jeune homme de 83 ans a d’abord été un ingénieur brillamment diplômé et donc facilement embauché par une grande société lui assurant une carrière sans nuage. Il a pourtant démissionné à l’âge de 27 ans pour créer sa propre société afin d’exploiter une de ses découvertes. Kyoto Ceramics (Kyocera) est née en 1959, avec 28 salariés et un capital …
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  • Communautés : La touche humaine

    Communautés : La touche humaine

    Vous souhaitez lancer une communauté interne dans votre entreprise? Soyez circonspect si on vous propose une « solution » informatique qu’il suffira d’adapter à votre contexte. En réalité, le premier bouton à actionner est la touche humaine. Je souhaite partager avec vous ici les leçons très concrètes que je tire de plusieurs années de management de communautés dans des contextes divers.
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  • Le plaidoyer exubérant de Naomi Klein

    Le plaidoyer exubérant de Naomi Klein

    De temps en temps nous accueillons sur notre blog des invités dont les contributions nous paraissent particulièrement pertinentes pour nos lecteurs. Cette semaine il s’agit d’un billet de Catherine Cadou et Christian Sautter, des fidèles de Boostzone Institute, sur le dernier livre de Naomi Klein que peu d’entre vous ont probablement déjà eu le loisir de lire. Cette militante nord américaine est l’une des voix les plus importantes sur la réflexion climatique et politique. Ce billet vous donnera probablement envie d’en savoir plus notamment sur les liens, raisonnés et documentés, qu’elle est conduite à regarder entre capitalisme et évolution climatique, …
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  • L’impression 3D : Avis de tempête sur l’emploi

    L’impression 3D : Avis de tempête sur l’emploi

    Plusieurs rapports récents d’organismes publics, de gouvernements ou de consultants internationaux ont commencé à soulever la question de l’impact économique de l’impression 3D. On peut citer en particulier le rapport récent du CESE, ceux de Deloitte, de Roland Berger ou de McKinsey. A noter aussi prochainement la parution d’un rapport conjoint CCI Ile-de-France et Direction Générale de l’Armement. Tous les grands pays, notamment les USA, la Chine, l’Allemagne sont en train de mettre en place de grands plans pour adapter leurs économies.
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  • Soyons Bisounoursicide et Cassandricide

    Soyons Bisounoursicide et Cassandricide

    Les nouvelles technologies, les nouveaux comportements sociaux peuvent paraître « sympas ». Ils le sont souvent. On peut aussi, tel Cassandre, en dénoncer régulièrement les dangers. Ils en présentent. Mais n’oublions pas, que « sympas » ou « dangereux », ils sont devenus  aussi, et surtout, de nouveaux instruments de gestion des hommes et des organisations. Par construction, les nouveaux outils vont générer de nouvelles relations au travail, à l’autorité, aux autres qu’ils soient collaborateurs, partenaires de travail ou simplement relations professionnelles plus ou moins étroites. Les adapter sans une grande prudence peut entraîner des effets retours conduisant à la méfiance et à des comportements de …
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  • Comment créer une culture digitale en entreprise ?

    Comment créer une culture digitale en entreprise ?

    La question peut paraître paradoxale. Puisque l’ensemble de la société est en train de se « digitaliser », que chacun (ou presque) aura très bientôt un Smartphone, communique par Skype, est sur les réseaux sociaux, participe à des forums, est actif dans l’économie collaborative sous toutes ses formes, etc. pourquoi cette nouvelle culture serait elle complexe à installer dans l’entreprise ?
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  • Numérique ou Digital, Big Data ou méga données

    Numérique ou Digital, Big Data ou méga données

    Un lecteur de mon billet sur « Le digital comme mot valise » (http://www.lesechos.fr/idees-debats/cercle/cercle-119295-le-digital-mot-valise-ou-mot-malle-1070391.php) me dit qu’il faut utiliser numérique et non pas digital et qu’il faut dire méga données et non pas Big Data. Comme ce n’est pas le premier qui me fait cette réflexion, voici pourquoi je ne suis pas politiquement correct avec la langue française et pourquoi je pense qu’être politiquement correct dans certains cas est franchement castrateur de sens. C’est en particulier le cas avec ces deux mots. Sur ces deux mots je fais en effet le choix volontaire d’utiliser les anglicismes.
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  • Le digital, savoir quel tiroir tirer !

    Le digital, savoir quel tiroir tirer !

    Le digital est l’un des mots-valises les plus luxueux du vocabulaire managérial récent. Ce n’est pas un mot-valise, c’est un mot-malle Louis Vuitton. Il est si riche et si noble qu’il est même entré au Comex de nombreuses entreprises avec une nouvelle fonction qui porte l’attribut digital sous diverses dénominations, directeur (trice) du digital, de la transformation digitale, de la mutation numérique, Chief Digital Officer, etc. Mais de quoi s’agit il finalement ? Le digital peut concerner un grand nombre de domaines très différents Selon les entreprises les priorités se portent sur un tiroir de la malle plutôt qu’un autre. Dans …
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  • Faire face à des créations d’emplois massives

    Faire face à des créations d’emplois massives

    Alors que le chômage augmente et que l’automatisation et la robotisation font peur à beaucoup quant au maintien de leur job, il peut paraître iconoclaste de prétendre qu’il faut se préparer à des enjeux massifs de création d’emplois. Pourtant les signes sont là. Le besoin en emplois va être considérable, comment s’y préparer ? Les entreprises comme les start-up, les restaurateurs, etc. le savent bien. Pour de nombreux employeurs le problème paradoxal n’est pas le fait qu’il y a trop de chômeurs mais qu’il n’y a pas assez de candidats. Dans certains cas c’est un phénomène social car des chômeurs pourraient …
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  • Les conversations phatiques sont stratégiques en RH

    Les conversations phatiques sont stratégiques en RH

    « Le café n’est pas bon aujourd’hui dans cette machine », « Je crois qu’il va pleuvoir » « Vous me suivez ?» et autres locutions inutiles sont pourtant essentielles à notre équilibre dans l’entreprise. C’est l’un des rôles nouveaux du manager que de savoir les maintenir alors que nous nous digitalisons de plus en plus. La disparition des conversations inutiles est programmée Les gains de productivité considérables et recherchés en continu, les attentes de résultats, les horaires chargés, le déluge de mails et autres communications digitalisées sur nos horaires et nos occupations, les échanges professionnels purement fonctionnels, sont autant de causes à notre infobésité et …
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  • L’Innovation Frugale, une révolution à méditer

    L’Innovation Frugale, une révolution à méditer

    Christian Sautter, un ami de longue date et un analyste hors pair de notre société contemporaine, écrit toutes les semaines depuis de nombreuses années une lettre à ses amis, c’est sa façon d’écrire un blog mais de le rendre plus personnel. J’ai l’honneur de la recevoir et m’en inspire souvent. Sa dernière lettre m’a donné envie de la diffuser car elle concerne un sujet sur lequel nous avons beaucoup travaillé à l’Institut. Le petit déjeuner que nous y avions consacré était surbooké. Je vous livre donc ses réflexions sans en dire plus. Citation: Un de mes derniers visiteurs à l’Hôtel …
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  • Mesurer l’impact des Réseaux Sociaux d’Entreprise (RSE) de façon humaine

    Mesurer l’impact des Réseaux Sociaux d’Entreprise (RSE) de façon humaine

    Les mesures quantitatives sont au mieux inutiles, au pire contreproductives, voire nocives. Les RSE sont humains, il faut les évaluer de façon humaine, donc d’abord qualitative. Le nombre de membres, de messages, de communautés, de « like » quand ils existent n’en disent pas plus sur la qualité d’un RSE que le nombre de pages dans un livre. Des données quantitatives peuvent même induire en erreur . Penser qu’un nombre limité de messages témoigne de la stérilité des échanges, que le peu de « like » traduit le manque d’intérêt des contributions, que la valeur ajoutée est proportionnelle à l’abondance de messages et de communautés …
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  • « Éloge du retard de l’entreprise » : Comment en faire un avantage compétitif ?

    « Éloge du retard de l’entreprise » : Comment en faire un avantage compétitif ?

    Si deux chasseurs désarmés sont poursuivis par un tigre, la question n’est pas de savoir s’ils courent plus vite que le tigre mais de savoir lequel court le plus vite. Les entreprises sont désormais plus lentes, structurellement et définitivement, que les tigres des technologies, de l’évolution de la société et de l’économie. Il leur faut s’adapter, inventer de nouveaux comportements et usages, courir plus vite que les autres chasseurs. En quoi le retard est-il évident? Toute entreprise aujourd’hui, même la plus moderne, est en retard, qu’il s’agisse des matériels qu’elle met à disposition de son personnel (périmés par rapport aux …
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  • The Second Machine Age

    The Second Machine Age

    You probably remember the « Race Against The Machine » published by Andrew McAfee and Erik Brynjolsson last year and its relatively doom-saying approach to the fact that technologies were killing jobs faster than they were creating new ones. It was a short book, rather a pamphlet. This one is bigger and comes back to most of the arguments, puts more data around them, and most importantly, is slightly more optimistic on the job creation potential. I would advise you to read it. I will not make a summary or a review here because many have already be published, see for example …
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  • Reconnaissance individuelle vs. performance collective ?

    Reconnaissance individuelle vs. performance collective ?

    Transversalité, coopération, collaboration, co-création, réseau sociaux d’entreprises (RSE) sont devenus des mots courants du management. Ces notions étaient quasiment absentes du vocabulaire managérial il y seulement dix ans. Derrière cette sémantique nouvelle se cache une révolution managériale aux implications profondes, notamment en matière d’évaluation des hommes. La donne a changé, les fonctionnements en silos où chacun fait ce qu’il a à faire sont devenus des freins à l’efficience des organisations. Le changement de paradigme est profond : ce n’est pas l’organisation du travail qui prévaut dans l’atteinte de la performance, mais la capacité des individus à travailler ensemble. L’intelligence collective supplante …
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  • Comment bénéficier du potentiel des MOOCs ?

    Comment bénéficier du potentiel des MOOCs ?

    Présentés comme l’avenir de la formation, les MOOCs interpellent les entreprises et les universités, qui sont nombreuses aujourd’hui à développer ou souhaiter développer une stratégie MOOC. Pourtant, l’efficacité d’un MOOC nécessite une alchimie complexe, loin du mythe selon lequel il suffirait de diffuser un module de formation on-line, de bien le marketer et d’enregistrer des centaines de milliers de visiteurs uniques… Que 450 000 individus se connectent à un MOOC est formidable, mais le vrai succès serait que plus de 10% d’entre eux restent connectés jusqu’à la fin de la session et en retirent le savoir promis, information qui est aujourd’hui …
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  • Technologies: exponential growth and combination are the disruption

    Technologies: exponential growth and combination are the disruption

    There might be no really new revolutionary technology immediately around but the combination of currently emerging technologies and their exponential expansion is the disruption. The surprising fact with technologies, if one looks at them standing on the sun is that actually most of the technologies we are talking about now as more or less futuristic have actually been discussed for a decade at least. No real new breakthrough seems to be happening currently that could just completely break down the current trends (sure there will be many others to come, don’t misunderstand me). All technologies related to the digitalization of …
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  • Quand est ce qu’on se voit: Hi Touch /Lo Touch, Virtuel /Réel  Quel nouvel équilibre?

    Quand est ce qu’on se voit: Hi Touch /Lo Touch, Virtuel /Réel Quel nouvel équilibre?

    Quand est-ce qu’on se voit ? Comment, dans un monde de plus en plus virtuel et digital, redécouvrir les bienfaits de la rencontre « en vrai » ? C’est la question que les membres de l’AFCI se sont posée lors de leur séminaire du 21 novembre 2013. L’Afci est un réseau de 485 communicants internes en France, qui porte une vision de la communication interne axée sur les relations plutôt que sur les outils.  « Depuis des années, la communication digitale est partout, avec les intranets et les réseaux sociaux internes notamment. Pour autant, l’appétence pour les réunions physiques reste réelle, pour continuer à se voir « en …
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  • La nature fractale de l’entreprise: risques et opportunités du chaos

    La nature fractale de l’entreprise: risques et opportunités du chaos

    Les principes généraux de la plupart des organisations s’appuient sur des critères simples: hiérarchie pyramidale et contractualisation des relations. La société contemporaine remet ces critères en cause, profondément. Le darwinisme va fonctionner à plein: disparition annoncée pour ceux qui ne s’adaptent pas, prospérité à ceux qui ont le courage de changer.  L’organisation de l’entreprise est fractale, elle se répète à l’infini. La « forme » d’une entreprise se retrouve partout, quel que soit l’endroit où on l’examine, siège, filiale, département, simple service, car elle repose toujours sur une formule simple d’organisation avec des structures, des hiérarchies, des systèmes, des valeurs, des jeux …
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  • RH≈≡=≠±≥≤ M?

    RH≈≡=≠±≥≤ M?

    Ressource Humaine et Management: est-ce une évidence ou un oxymore?  Faut il comprendre la ressource humaine pour pouvoir manager? Manager est-ce « gérer » des ressources humaines… comme d’autres ressources financières, minières ou agricoles? Le management des hommes est-il simplement de la gestion? Ou au contraire le management ne serait-il pas d’abord le management des hommes avant d’être la gestion de toutes les autres « ressources »? Le management n’est pas enseigné Les écoles de « commerce », de « management » ou de « business » ne portent pas dans leur nom la notion de ressource humaine. Au mieux, elles prétendent enseigner la gestion, le management… Les cours sur la …
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  • Vos données ne sont pas au septième ciel

    Vos données ne sont pas au septième ciel

    Ce billet est écrit par Eric Garland sur l’invitation de Dominique Turcq. Eric est un  expert américain en intelligence concurrentielle et spécialiste en prospective. Il a développé le concept « d’intelligence prospective » qui s’applique aux dirigeants de grandes entreprises, de PME, d’agences gouvernementales et aux investisseurs individuels. Il travaille régulièrement tant avec les grandes multinationales qu’avec des agences gouvernementales pour harmoniser leur planning stratégique et leur intelligence opérationnelle avec une vision pour les 5 à 20 ans à venir. Il conseille les leaders de grands groupes internationaux tels que Dow, Dupont, Siemens, Johnson & Johnson, Essilor ou encore IBM. …
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  • This is our last « Must-Read » but our curation work keeps going on

    This is our last « Must-Read » but our curation work keeps going on

    Dear readers, This is our last « Must-Read » but our curation work keeps going on, more than ever. Out of several years of curation via this monthly selection we have noticed that professionals have a huge need of insights to decipher a complexifying world but that they want this curation to be faster, shorter and not pushy because they feel already an « information overload » even if most of it is not junk but relevant. Infobesity has become an excess of relevant information. That is why we have decided from now on to deliver our curation in a « pull » way instead of …
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  • This is our last « Must-Read » but our curation work keeps going on.

    This is our last « Must-Read » but our curation work keeps going on.

    Dear readers, This is our last « Must-Read » but our curation work keeps going on, more than ever. Out of several years of curation via this monthly selection we have noticed that professionals have a huge need of insights to decipher a complexifying world but that they want this curation to be faster, shorter and not pushy because they feel already an « information overload » even if most of it is not junk but relevant. Infobesity has become an excess of relevant information. That is why we have decided from now on to deliver our curation in a « pull » way instead of …
    Lire la suite »
  • Hi Touch / Lo Touch: When? How? Why?

    Hi Touch / Lo Touch: When? How? Why?

    A spontaneous approach usually links “hi touch” to face-to-face relationship, as opposed to “lo touch”, which refers to virtual, on-line interaction: “Brick & Mortar” retail vs. Internet sales, meeting room vs. Web conference, on-site learning vs. e-learning… However, we very often observe that both worlds are complementary: I share a beer with friends at the Pub while continuously checking texts on my Smartphone; I buy a product at the e-shop but ask to be delivered at the shop around the corner; I send an e-mail at the collaborator which is located two doors near my desk… then I pop-in to …
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  • High touch / Low touch: When? How? Why?

    High touch / Low touch: When? How? Why?

    A spontaneous approach usually links “hi touch” to face-to-face relationship, as opposed to “lo touch”, which refers to virtual, on-line interaction: “Brick & Mortar” retail vs. Internet sales, meeting room vs. Web conference, on-site learning vs. e-learning… However, we very often observe that both worlds are complementary: I share a beer with friends at the Pub while continuously checking texts on my Smartphone; I buy a product at the e-shop but ask to be delivered at the shop around the corner; I send an e-mail at the collaborator which is located two doors near my desk… then I pop-in to …
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  • Et si LinkedIn devenait votre annuaire interne ?

    Et si LinkedIn devenait votre annuaire interne ?

    En fait, il l’est déjà, mais vous ne le savez pas ! 20% des recherches de profils sur Linkedin sont faites par des employés sur leurs collaborateurs. L’annuaire Linkedin est plus avancé, plus intelligent et plus précis que n’importe quel annuaire d’entreprise. Faut-il s’en servir comme annuaire interne ? La réalité de la société est en avance sur celle de l’entreprise Linkedin est un annuaire intelligent autonome rempli par les individus eux mêmes ou automatiquement par leurs activités sur les réseaux sociaux. Il est aussi une source de liens qui vont nourrir les comptes Twitter (et autres) des employés. Il regroupe et …
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  • Le “Must-Read” by @Boostzone Institute – May 2013

    Le “Must-Read” by @Boostzone Institute – May 2013

    Le_Must_Read_Boostzone_Institute_May_2013
    Lire la suite »
  • Le “Must-Read” by @Boostzone Institute – Mai 2013

    Le “Must-Read” by @Boostzone Institute – Mai 2013

    Le_Must_Read_Boostzone_Institute_May_2013
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  • Présenciel et virtuel: où, quand, comment, pourquoi?

    Présenciel et virtuel: où, quand, comment, pourquoi?

    Ce billet – co-écrit avec François Gassion – reprend les conclusions de notre business breakfast du 19 février. En première approche, on associe généralement « hi touch » à présenciel / réel et « lo touch » à virtuel / on-line, deux univers que l’on oppose souvent : distribution « Brick & Mortar » vs. vente par internet, réunion en présenciel vs. web conference, formation en présenciel vs. e-learning… Or, d’une part on observe quotidiennement une complémentarité entre les deux univers : on prend un verre entre amis tout en ayant les yeux rivés sur les SMS du Smartphone ; on achète un produit de la Fnac on-line mais on …
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  • Le “Must-Read” by @Boostzone Institute – April 2013

    Le “Must-Read” by @Boostzone Institute – April 2013

    Le_Must_Read_Boostzone_Institute_April_2013
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  • Le “Must-Read” by @Boostzone Institute – Avril 2013

    Le “Must-Read” by @Boostzone Institute – Avril 2013

    Le_Must_Read_Boostzone_Institute_April_2013
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  • Une « communauté des managers »: pour quoi faire?

    Une « communauté des managers »: pour quoi faire?

    Les « Réseaux Sociaux » ont tout changé dans notre société au sens où désormais la communication sociale horizontale (de pair à pair) est dominante et s’ajoute sans complaisance à toute communication sociale « top down ». L’entreprise n’est pas épargnée et l’on parle beaucoup des Réseaux Sociaux d’Entreprise (RSE). L’addition la plus récente à ce vocabulaire est celui de « Communauté des Managers » utilisé de plus en plus par les DRH, les dirigeants en charge de la culture interne, etc. Le concept est encore un mot valise mais, et peut être justement grâce à cela, il va probablement se répandre rapidement. Il correspond en …
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  • Le “Must-Read” by @Boostzone Institute – March 2013

    Le “Must-Read” by @Boostzone Institute – March 2013

      Le_Must_Read_Boostzone_Institute_March_2013
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  • Le “Must-Read” by @Boostzone Institute – Mars 2013

    Le “Must-Read” by @Boostzone Institute – Mars 2013

      Le_Must_Read_Boostzone_Institute_March_2013
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  • How to rematerialize life and work out of the Blackholepad?

    How to rematerialize life and work out of the Blackholepad?

    The Blackholepad, or better, the black hole pads if one considers that my smartphone, my tablet and my computer do communicate behind the scene and exchange all what they have absorbed, have helped me gain several square meters of space at my home within the last few years, and at more than 10.000 euros the square meter in Paris, it was a good investment to buy them! The Blackholepad has absorbed an incredible number of tools and accessories, more or less voluminous, within the last few years. Here is a list “à la Prévert”, not really organized, of what has …
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  • How to rematerialize life and work out of the Blackholepad?

    How to rematerialize life and work out of the Blackholepad?

    The Blackholepad, or better, the black hole pads if one considers that my smartphone, my tablet and my computer do communicate behind the scene and exchange all what they have absorbed, have helped me gain several square meters of space at my home within the last few years, and at more than 10.000 euros the square meter in Paris, it was a good investment to buy them! The Blackholepad has absorbed an incredible number of tools and accessories, more or less voluminous, within the last few years. Here is a list “à la Prévert”, not really organized, of what has …
    Lire la suite »
  • Le “Must-Read” by @Boostzone Institute – February 2013

    Le “Must-Read” by @Boostzone Institute – February 2013

      Le “Must-Read” by @Boostzone Institute – February 2013
    Lire la suite »
  • Le “Must-Read” by @Boostzone Institute – February 2013

    Le “Must-Read” by @Boostzone Institute – February 2013

      Le “Must-Read” by @Boostzone Institute – February 2013
    Lire la suite »
  • Le « Must-Read » by @Boostzone Institute – January 2013

    Le « Must-Read » by @Boostzone Institute – January 2013

      Le_Must_Read_Boostzone_Institute_January_2013
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  • L’Institut @Boostzone vous offre son “Must-Read” et lance un service de veille sur-mesure

    L’Institut @Boostzone vous offre son “Must-Read” et lance un service de veille sur-mesure

    Pour débuter cette année 2013 et après 24 éditions, la revue de web mensuelle de l’Institut Boostzone fait peau neuve et se nomme dorénavant Le “Must-Read”. « Ce qui doit être lu », en toute humilité bien sûr, sans volonté d’être exhaustif mais pertinent et parfois impertinent sur les axes de recherche de l’Institut : – les évolutions du management ; – vers un manager « augmenté » ; – les changements de paradigmes économiques, sociaux et gouvernementaux – les technologies futures ; – les changements démographiques ; – et enfin l’optimisation des ressources.
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  • DRH, vous êtes responsables de la stratégie Immobilière !

    DRH, vous êtes responsables de la stratégie Immobilière !

    Comment ? Vous êtes DRH et vous ne saviez pas que vous étiez en charge de la stratégie immobilière de votre entreprise ? Réagissez car l’immobilier, ce sont des décisions engageantes à long terme (10 ans au moins) et les dix années qui viennent vont tout bouleverser.Vous ne pouvez pas y échapper, vous devez montrer à vos Comex pourquoi il faut aujourd’hui changer la stratégie immobilière. C’est un moment privilégié où vous pourrez parler stratégie, efficacité, innovation et gestion serrée des coûts dans un même souffle, profitez en ! Le continuum espace-temps du travail est bouleversé Rappelons les causes de l’inévitable rupture du statu …
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  • La revue de web mensuelle de l’Institut Boostzone – Décembre 2012

    La revue de web mensuelle de l’Institut Boostzone – Décembre 2012

    Boostzone Institute – WebReview December 2012
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  • The Monthly Boostzone Webreview on the Future of the World of Work – December 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – December 2012

    Boostzone Institute – WebReview December 2012
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  • “I” wish « YOU » a happy new year, but who am “I” and who are « YOU » in 2013?

    “I” wish « YOU » a happy new year, but who am “I” and who are « YOU » in 2013?

    We are all changing so fast and so much… This is a wonderful time of the year, we all get ready to wish each other the best possible moments, to give each other gifts, to be with our loved ones for a few family events, to hear once again a number of Christmas carols, etc.  But something feels strange in this atmosphere. No, not the too much debated fact that we have become much more individualistic, that we are all too consumerism driven, that our social solidarity is only a vague memory and that the Christmas Carol of Dickens will …
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  • My takes of Day 3 (and last) at Techonomy

    My takes of Day 3 (and last) at Techonomy

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it reflects only a tiny part of my notes) and biased, (it only reflects my major personal takes of the day and only in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The sessions I attended on the third day were dealing with management, the notion of what …
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  • My takes of Day 3 (and last) at Techonomy

    My takes of Day 3 (and last) at Techonomy

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it reflects only a tiny part of my notes) and biased, (it only reflects my major personal takes of the day and only in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The sessions I attended on the third day were dealing with management, the notion of what …
    Lire la suite »
  • My take of Day 2 at Techonomy

    My take of Day 2 at Techonomy

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it reflects only a tiny part of my notes) and biased, (it only reflects my major personal takes of the day and only in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The order of the point is more or less random. This second day was …
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  • My takes of Day 2 at Techonomy

    My takes of Day 2 at Techonomy

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it reflects only a tiny part of my notes) and biased, (it only reflects my major personal takes of the day and only in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The order of the point is more or less random. This second day was …
    Lire la suite »
  • The Monthly Boostzone Webreview on the Future of the World of Work – November 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – November 2012

    Boostzone Institute – WebReview November 2012
    Lire la suite »
  • La revue de web mensuelle de l’Institut Boostzone – Novembre 2012

    La revue de web mensuelle de l’Institut Boostzone – Novembre 2012

    Boostzone Institute – WebReview November 2012
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  • My takes of Day 1 at Techonomy BigData fashion day

    My takes of Day 1 at Techonomy BigData fashion day

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it contains less than 10% of my notes, themselves short) and biased, (it only reflects my major personal takes of the day in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The order of the point is more or less random. This day was dealing a lot with …
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  • My takes of Day 1 at Techonomy. BigData fashion day

    My takes of Day 1 at Techonomy. BigData fashion day

    The program of Techonomy , as well as the various sessions « live » , can be found at http://www.techonomy.com/. The twitter comments can be found at #techonomy12 . This post is narrow (it contains less than 10% of my notes, themselves short) and biased, (it only reflects my major personal takes of the day in the field of management and strategy implications). What is said here was not necessary said in the various discussions but is what I decided to hear, interpret and share. The order of the point is more or less random. This day was dealing a lot with …
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  • Qu’est ce qui doit être regardé de plus près dans le monde du travail ? Les thèmes 2013 pour l’Institut Boostzone

    Qu’est ce qui doit être regardé de plus près dans le monde du travail ? Les thèmes 2013 pour l’Institut Boostzone

    Ce document est le résultat de divers brainstormings au sein de l’Institut et avec les membres, notamment la réunion du 23 octobre  2012 au café Procope. Au cours de cette réunion, Denis Fauvel, un de nos membres, professionnel du dessin et HEC (ce n’est pas courant) a illustré certaines discussions. Ci-dessous celle sur le fait que des utilisateurs de BigData (des sismologues) ont été condamnés pour avoir mal prévu un tremblement de terre. Il y a de quoi en trembler ! La liste suivante est encore indicative et vos commentaires sont les bienvenus, ici ou sur  nos plateformes privées ou publiques …
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  • La mutation de l’entreprise est en marche

    La mutation de l’entreprise est en marche

    Echanges électroniques, téléprésence, télétravail, culture collaborative, Facebook, Twitter, Linkedin, réseau social d’entreprise… redessinent assez brutalement les contours de l’entreprise d’aujourd’hui. Dominique Turcq, fondateur de l’Institut Boostzone consacré à l’avenir du monde du travail et ancien président de l’AFPLANE (Association Française des directeurs de stratégie), dresse un panorama de l’impact de ces nouveaux outils technologies sur le management. En quoi les médias sociaux et les NTIC (1) révolutionnent-ils les façons de communiquer et de manager dans l’entreprise ? Les réseaux sociaux, la digitalisation et la mobilité poussent à compléter la traditionnelle hiérarchie verticale par une hiérarchie horizontale. Aujourd’hui, pour échanger avec …
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  • The Monthly Boostzone Webreview on the Future of the World of Work – October 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – October 2012

    http://www.boostzone.fr/wp-content/uploads/2012/10/Boostzone-WebReview-on-the-Future-of-the-World-of-Work-October-2012.pdf
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  • La revue de web mensuelle de l’Institut Boostzone – Octobre 2012

    La revue de web mensuelle de l’Institut Boostzone – Octobre 2012

    http://www.boostzone.fr/wp-content/uploads/2012/10/Boostzone-WebReview-on-the-Future-of-the-World-of-Work-October-2012.pdf
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  • BYOD? BYOT BYOP BYON BYOF BYOS BYOM! : BYAAA !

    BYOD? BYOT BYOP BYON BYOF BYOS BYOM! : BYAAA !

    You know about BYOD, but did you think of BYOT and the others? Well, you know about BYOD, Bring Your Own Device, this movement by which individuals are encouraged to, or indeed often prefer to, use their own device for working rather than getting one from their employer. Their personal computer, their personal smartphone or tablet is even often more sophisticated than their workstation. A lot of debates around this practice is happening because of all its implications. For example: for the Legal department (e.g. what about Intellectual Property, what about the working contract); the HR department (e.g. how to …
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  • BYOD? BYOT BYOP BYON BYOF BYOS BYOM! : BYAAA !

    BYOD? BYOT BYOP BYON BYOF BYOS BYOM! : BYAAA !

    You know about BYOD, but did you think of BYOT and the others? Well, you know about BYOD, Bring Your Own Device, this movement by which individuals are encouraged to, or indeed often prefer to, use their own device for working rather than getting one from their employer. Their personal computer, their personal smartphone or tablet is even often more sophisticated than their workstation. A lot of debates around this practice is happening because of all its implications. For example: for the Legal department (e.g. what about Intellectual Property, what about the working contract); the HR department (e.g. how to …
    Lire la suite »
  • Don’t stick to your knitting!

    Don’t stick to your knitting!

    Peters and Waterman in a famous management book  « In Search of Excellence » in 1982 carved a sentence that has since be considered as a credo by most MBA programs, most consulting firms and most managers: “Stick to your knitting” i.e. stay with the business you know. Sticking to one’s knitting avoids exploring fields where others are better equipped to succeed. Associating success with focus is also celebrated in financial markets where conglomerates get a market capitalization discount precisely because they are conglomerates and are not focused enough. A conglomerate, the “street” says, should give the resources back to the market …
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  • Don’t stick to your knitting!

    Don’t stick to your knitting!

    Peters and Waterman in a famous management book  « In Search of Excellence » in 1982 carved a sentence that has since be considered as a credo by most MBA programs, most consulting firms and most managers: “Stick to your knitting” i.e. stay with the business you know. Sticking to one’s knitting avoids exploring fields where others are better equipped to succeed. Associating success with focus is also celebrated in financial markets where conglomerates get a market capitalization discount precisely because they are conglomerates and are not focused enough. A conglomerate, the “street” says, should give the resources back to the market …
    Lire la suite »
  • The Monthly Boostzone Webreview on the Future of the World of Work – September 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – September 2012

    Boostzone Institute – WebReview September 2012
    Lire la suite »
  • La revue de web mensuelle de l’Institut Boostzone – Septembre 2012

    La revue de web mensuelle de l’Institut Boostzone – Septembre 2012

    Boostzone Institute – WebReview September 2012
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  • Les nouveaux « communs sociaux » : une corne d’abondance inexploitée

    Les nouveaux « communs sociaux » : une corne d’abondance inexploitée

    Nous pensons parfois étouffer sous des masses d’informations. Ne nous trompons pas de débat : ces nouveaux « communs » représentent une richesse quasiment sans limite. Savoir les utiliser est un avantage compétitif. Quand on allume sa radio ou sa télévision, que l’on utilise son GPS ou Internet, que l’on consulte Wikipedia, que l’on fait une recherche avec Google, que l’on reçoit un flux RSS, on utilise sans y prêter attention de nouveaux biens communs : des informations partagées. Ces nouveaux « communs » sont désormais au centre de toutes nos activités sociales. Le four à pain du village, les …
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  • The Monthly Boostzone Webreview on the Future of the World of Work – August 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – August 2012

    Boostzone Webreview on the Future of the World of Work – August 2012
    Lire la suite »
  • La Revue de Web mensuelle Boostzone sur le Futur du Monde du Travail – Août 2012

    La Revue de Web mensuelle Boostzone sur le Futur du Monde du Travail – Août 2012

    Boostzone Webreview on the Future of the World of Work – August 2012
    Lire la suite »
  • The Monthly Boostzone Webreview on the Future of the World of Work – July 2012

    The Monthly Boostzone Webreview on the Future of the World of Work – July 2012

    Boostzone Webreview on the Future of the World of Work – July 2012
    Lire la suite »
  • La Revue de Web mensuelle Boostzone sur le Futur du Monde du Travail – Juillet 2012

    La Revue de Web mensuelle Boostzone sur le Futur du Monde du Travail – Juillet 2012

    Boostzone Webreview on the Future of the World of Work – July 2012
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  • Le management de communautés, un nouveau métier mais aussi de nouvelles compétences  pour tout manager

    Le management de communautés, un nouveau métier mais aussi de nouvelles compétences pour tout manager

    Le manager, l’employé, le candidat, le client sont désormais tous sollicités, d’une façon ou d’une autre, pour participer à des forums, des communautés et autres groupes de toutes sortes, pour une multitude de finalités elles mêmes pas toujours affirmées ni claires (Être un « fan » sur Facebook, simple exemple, a d’innombrables sens possibles). Face à cela chacun est parfois un peu perdu, et en particulier les managers et les RH. On parle de « managers de communautés » en espérant que le mot clarifiera la situation. Ceux ci sont vus parfois comme des sauveurs qui mettraient de l’ordre dans des discussions partant tous …
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  • Un nœud gordien techno-social

    Un nœud gordien techno-social

    L’institut Boostzone a organisé le 31 mai un de ses laboratoires de recherche autour du nœud gordien techno-social[i]. Le « nœud gordien techno-social » est l’expression de la complexité nouvelle dans laquelle se trouvent les fonctions centrales (en particulier RH, Communication, IT et juridique) suite à l’émergence de technologies et d’usage qui les forcent à se concerter plus entre elles là où jusqu’à présent une cohabitation plus ou moins coordonnée était suffisante. Les principaux fils du nœud gordien qui ont émergé des discussions sont : Un besoin crucial de productivité, d’innovation, d’engagement. Il conduit à rechercher des moyens nouveaux de travailler dont …
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  • The social gordian knot

    The social gordian knot

    On may 31, Boostzone Institute organized a full day interactive work session  around the « social gordian knot ». In order to produce a high quality collaborative experience, we approached top managers of 11 major companies as well as highly specialized experts  in law issues regarding intellectual property and internet litigation. The social gordian knot (here « social » means « in connection with social networks”: whether external or internal) illustrates the new complexity which has to be faced – and solved – by the support functions (mainly HR, communication, IT and legal). The new technologies and the resulting new usages force them to collaborate …
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  • Webreview about the Future of the World of Work – June 2012

    Webreview about the Future of the World of Work – June 2012

    Boostzone Webreview on the Future of the World of Work – June 2012
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  • La Revue de Web Boostzone sur le Futur du Monde du Travail – Juin 2012

    La Revue de Web Boostzone sur le Futur du Monde du Travail – Juin 2012

    Boostzone Webreview on the Future of the World of Work – June 2012
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  • La « troisième économie » ou comment la culture collaborative va faire migrer les emplois

    La « troisième économie » ou comment la culture collaborative va faire migrer les emplois

    post available in english at http://www.boostzone.fr/en/the-third-economy-or-how-the-collaborative-culture-will-displace-jobs/ Nombre de postes de cadres moyens vont disparaître, nombre de tâches intermédiaires vont disparaître, nombre d’emplois rémunérés vont disparaître du fait de la dimension collaborative de notre société et de nos entreprises. L’économie de la collaboration va faire peser une pression supplémentaire sur le marché de l’emploi, pression qui sera similaire et supplémentaire à celle qu’exerce déjà la « seconde économie » Ce sont les cadres moyens les plus exposés. La culture collaborative accroît la productivité, et après ? La collaboration est désormais la nouvelle norme de nos sociétés et de nos entreprises. Le processus est en cours …
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  • The “Third Economy” or how the collaborative culture will displace jobs

    The “Third Economy” or how the collaborative culture will displace jobs

    billet disponible en français sur http://www.boostzone.fr/economie-ternaire-ou-comment-la-culture-collaborative-va-faire-migrer-les-emplois/ A number of middle managers jobs will disappear, a number of intermediaries’ jobs will disappear, and a number of paid jobs will disappear because of the collaborative dimension of our society and of corporations. Similarly to, and in addition to, the “Second Economy” the economics of collaboration will add pressure on the job market. Middle managers are the most exposed. A collaborative culture increases productivity, what to do with it? Collaboration is definitely now part of the new « normal » of our society and of corporations. Even if it is still in the making, it is …
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  • Labour reforms to benefit recruiters

    Labour reforms to benefit recruiters

    By Simon Mundy, published by The Financial times in May 2012 « Recruitment companies expect to benefit from rising unemployment across Europe as crisis-hit governments introduce long-awaited labour reforms to create jobs. They hope to gain from moves to liberalise labour markets to tackle the growing jobs problem, said Denis Pennel, managing director of Ciett, the global recruitment industry’s biggest trade confederation. “It’s a massive opportunity,” he said. » To read more >>
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  • Regaining confidence

    Regaining confidence

    Can business leaders and managers really hope to escape crises of confidence in today’s context, particularly in Europe? How can we find the energy and the confidence needed to lead others, when our teams and their members have been under stress, because of performance pressures, leadership transitions, and/or organizational changes? When the future around us is unpredictable and may seem hopeless? In my experience, the first condition is to ensure that we have – and provide other team members – the opportunity to consolidate our self-confidence, taking the time to step back, to accept our strengths and weaknesses and to …
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  • Regaining confidence

    Regaining confidence

    Can business leaders and managers really hope to escape crises of confidence in today’s context, particularly in Europe? How can we find the energy and the confidence needed to lead others, when our teams and their members have been under stress, because of performance pressures, leadership transitions, and/or organizational changes? When the future around us is unpredictable and may seem hopeless? In my experience, the first condition is to ensure that we have – and provide other team members – the opportunity to consolidate our self-confidence, taking the time to step back, to accept our strengths and weaknesses and to …
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  • When Accountants Come to Power

    When Accountants Come to Power

    By H. Thomas Johnson, professor of Business Administration at Portland State University, published by NEP-HIS blog, May 2012 « In Management From Hell, Robert Locke offers an alternative to the belief that the purpose of a business is to enrich a small elite caste of investor-capitalists who use financial markets and business institutions to trade the future of humanity and non-human life for unlimited personal financial gain. That alternative is the entity view of business in which the purpose of a business is to flourish for the indefinite future and serve the well-being of society as a whole by providing gainful …
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  • La Revue de Web Boostzone sur le Futur du Monde du Travail – Mai 2012

    La Revue de Web Boostzone sur le Futur du Monde du Travail – Mai 2012

    Boostzone Webreview on the Future of the World of Work – May 2012
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  • Boostzone Webreview on the Future of the World of Work – May 2012

    Boostzone Webreview on the Future of the World of Work – May 2012

    Boostzone Webreview on the Future of the World of Work – May 2012
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  • What is swarm work?

    What is swarm work?

    A member of the Boostzone Institute recently asked me what swarm work was, here is my try at a definition. A swarm is a large group of insects working together for a common goal but without an apparent structure, system or hierarchy around the work organization. Ants, bees, termites are most common examples. Swarm work relies on what is called swarm intelligence and uses organization tricks that are not yet fully understood although a full scientific body is working on it (see http://en.wikipedia.org/wiki/Emergence about emergence theory). In short it describes the collective behavior of decentralized units, more or less self organized, natural …
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  • What is swarm work?

    What is swarm work?

    A member of the Boostzone Institute recently asked me what swarm work was, here is my try at a definition. A swarm is a large group of insects working together for a common goal but without an apparent structure, system or hierarchy around the work organization. Ants, bees, termites are most common examples. Swarm work relies on what is called swarm intelligence and uses organization tricks that are not yet fully understood although a full scientific body is working on it (see http://en.wikipedia.org/wiki/Emergence about emergence theory). In short it describes the collective behavior of decentralized units, more or less self organized, natural …
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  • Les «temps» du «social»: apprendre à gérer des temps différents

    Les «temps» du «social»: apprendre à gérer des temps différents

    Le « social », ce nouveau mot valise, nous interpelle sur les temps du management et donc de la stratégie. De l’instantané où l’intuition prend une nouvelle place au long terme où la réflexion peut être enrichie comme jamais auparavant. En effet, il a récemment changé de sens dans le quotidien, comme le mot « ami » ou le mot « réseau ». Finis (ou presque) les partenaires sociaux, une politique sociale, un patron social, des conflits sociaux, et vivent les réseaux sociaux, le learning social, le marketing social, le recrutement social, les technologies sociales. Presque toutes les nouvelles acceptions …
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  • Webreview about the Future of the World of Work – April 2012

    Webreview about the Future of the World of Work – April 2012

    Boostzone Institute – WebReview on the Future of Management and the World of Work – April 2012
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  • Revue de Web sur le Futur du Monde du Travail – Avril 2012

    Revue de Web sur le Futur du Monde du Travail – Avril 2012

    Boostzone Institute – WebReview on the Future of Management and the World of Work – April 2012
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  • L’avenir du monde du travail

    L’avenir du monde du travail

    Cette année encore je vous propose de consacrer un Business Breakfast sur l’avenir du monde du travail. Il aura lieu le 10 mai (voir en bas de ce billet). Un business breakfast est une séance de travail introduite par une courte présentation suivie d’une réflexion sur les implications managériales du thème. Le monde est dans une sorte d’ébullition, liée à différents facteurs : changements technologiques, évolutions sociétales, évolutions économiques, réflexions quasi philosophiques sur l’évolution du capitalisme et de la gouvernance à tous les niveaux, changements écologiques et climatiques qui commencent à se faire sentir dans la vie quotidienne de millions de …
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  • Le Crowdsourcing, un mot barbare, un concept « fondateur », une nouvelle « technologie sociale »

    Le Crowdsourcing, un mot barbare, un concept « fondateur », une nouvelle « technologie sociale »

    Le crowdsourcing, c’est ce moyen qui permet d’aller chercher sur Internet – presque comme s’il s’agissait d’informations sur Google – des ressources de travail, d’innovation, de recherche. Il s’agit donc d’une technologie car elle repose sur l’Internet des interactions, et elle est « sociale » car elle repose sur les réseaux et les connections entre les individus. Cette technologie sociale est « fondatrice » car elle a déjà commencé à changer un nombre important de modèles d’affaires (business models). Quelques exemples parmi des légions: La distribution de petites tâches à des milliers de petites mains, comme par exemple remplir des données ou tagger des photos, …
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  • Jobs are going back to the future

    Jobs are going back to the future

    By Peter Whitehead, published by The Financial Times in March 2012.  » Preparations are well advanced: delegates from around the world are planning their journeys to London and the organisers are finalising the programme. The big event takes place at the end of May – the first time the Ciett World Employment Conference has taken place in the UK. Billed as the only truly global recruitment conference, it has been drawn to the country partly by the aura created by the forthcoming Olympics. At the helm is Denis Pennel, managing director of Ciett, the Brussels-based international confederation of private employment …
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  • Revue de Web sur le futur du monde du travail – Mars 2012

    Revue de Web sur le futur du monde du travail – Mars 2012

    Webreview about the Future of the World of Work – March 2012
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  • Webreview about the Future of the World of Work – March 2012

    Webreview about the Future of the World of Work – March 2012

    Webreview about the Future of the World of Work – March 2012
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  • Webreview about the Future of the World of Work – February 2012

    Webreview about the Future of the World of Work – February 2012

    Webreview about the Future of the World of Work – February 2012
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  • Revue de Web sur le futur du monde du travail – Février 2012

    Revue de Web sur le futur du monde du travail – Février 2012

    Chers lecteurs, Vous trouverez ci-dessous notre revue de web mensuelle sur le futur du monde du travail. Au sommaire, entre autres: L’introversion et l’extraversion comme tendance majeure de l’actualité du management en ce début d’année et l’impact des projets de lois et des lois comme SOPA, PIPA et ACTA sur le futur d’Internet. Bonne lecture. Webreview about the Future of the World of Work – February 2012
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  • The Market that Needs a Market Maker

    The Market that Needs a Market Maker

    By Tammy Jones, Senior Vice president of Manpower Group, published by Harvard Business Review in February 2012 « The U.S.A— along with just about every other country — is suffering from a talent mismatch: employers cannot find individuals with the skills and capabilities they need, where and when they need them. [….] How can the U.S. labor market become more efficient? I propose that we take a cue from other types of markets and create a Labor Market Maker — a team that proactively manages supply and demand. The Labor Market Maker would be responsible for identifying the skills employers need …
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  • Augmented management: so what for skills development?

    Augmented management: so what for skills development?

    An important question, when one realizes how important it will be for a corporation to have augmented managers, is to understand how to develop them. It is not a trivial one since it will mean much more than “just” adding to the existing development tools, frameworks and programs. Adding to current personal development programs will not be enough to create the right “human augmentation”. The augmented manager has to be at a high human level, this means current programs around personal development will have to be enhanced and disseminated largely. One can think in particular of attention/concentration improvements, leadership skills, listening …
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  • Témoignage: MMA en exploration chez CISCO

    Témoignage: MMA en exploration chez CISCO

    Dans le cadre de MM@cadémie, université virtuelle de MMA, la communauté  « Evolution du Management » sponsorisée par Pascale Leclercq, Présidente de MM@cadémie  et Gérald Tourrette, DRH, les membres de cette communauté ont souhaité rencontrer Cisco France qui a initié, avec ses 800 collaborateurs, la mise en œuvre d’une démarche collaborative. Nos objectifs étaient de partager la transformation vécue par Cisco, d’observer les conditions de réussite et les freins,  d’échanger sur les impacts managériaux, de mesurer les conditions du changement et d’explorer les dispositions clés du succès transposables chez MMA en vue d’en proposer l’expérimentation Cisco est une entreprise américaine créée en 1984 et …
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  • Le manager est aussi un citoyen

    Le manager est aussi un citoyen

    Le manager, le leader, le dirigeant (choisissez le jargon que vous préférez) est aussi (et d’abord ?) un citoyen. C’est presqu’un scoop à une époque où l’on a une telle tendance à imaginer que l’entreprise est dans sa bulle, les employés dans les leurs, les individus dans leurs groupes Facebook ou Linkedin ; à un moment de notre société où l’on est conduit, de fait ou par choix et souvent par hasard, à tantôt séparer et tantôt confondre sa vie privée et sa vie professionnelle, ses choix politiques et la conduite de l’entreprise, ses relations sociales et ses relations professionnelles. Mais pour …
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  • WebReview January/Janvier 2012

    WebReview January/Janvier 2012

    Editorial Will 2012 be a year like any other? But is there any year that looks like any other? 2011 was an exceptional one, 2010 too, 2009 also, 2008 obviously… 2012 will just be a « normal » year of the new « normal » i.e. a period of doubts for our certainties, of challenges for our fundamentals. Our Webreview aims at approaching it from all the possible angles of the world of work. Help us to improve it. Happy 2012!! Dominique Turcq
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  • WebReview January/Janvier 2012

    WebReview January/Janvier 2012

    Editorial 2012 sera t-elle une année comme les autres ? Mais y-a-t-il une année comme les autres ? 2011 fut exceptionnelle, 2010 aussi, 2009 encore, 2008 n’en parlons pas…2012 sera donc une année « normale»  du nouveau «normal » c’est à dire d’une époque de bouleversements fondamentaux de nos équilibres et de nos certitudes. Notre WebReview a pour objet de l’approcher dans toutes ses facettes du monde du travail, dites-nous comment l’améliorer. Bonne Année ! Dominique Turcq
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  • Des instruments de mesures à la mesure de l’homme

    Des instruments de mesures à la mesure de l’homme

    La stratégie, quelle que soit la façon dont on la conçoit, se ramène à une proposition simple : utiliser ses ressources mieux que les concurrents afin de construire un avantage compétitif durable. Si cette ressource est le capital humain, ça veut dire quoi? La complexité vient du détail. Qu’appelle t’on un « avantage », qu’appelle t’on « compétitif », qu’appelle-t’on « durable » ? Pire encore que veut-on dire par « utiliser », et enfin, c’est le summum, qu’appelle-t’on « ressource » ? La ressource, ce peut être un réseau de relation et de lobbying pour s’assurer qu’aucun concurrent n’entre sur un marché, ce peut être une mine d’or (ou un brevet ou …
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  • Happy 2012, a « normal » year

    Happy 2012, a « normal » year

    Will 2012 be a year like any other? But is there any year that looks like any other? 2011 was an exceptional one, 2010 too, 2009 also, 2008 obviously… 2012 will just be a « normal » year of the new « normal » i.e. a period of doubts for our certainties, of challenges for our sociological, economic, cultural, technological fundamentals. 2012 should be a great year for questioning. 2011 TIME ‘s person of the year was the protester. It was a great choice because it embodies the change towards this new normal, a world that cannot be just the continuation of the old …
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  • Reform of finance education in US business schools:  An historian’s view

    Reform of finance education in US business schools: An historian’s view

    By Robert R. Locke, published by Real-World Economics Review on Dec 2011 Abstract: This paper revisits the theme broached in the book Confronting Managerialism: How The Business Elite and Their Schools Threw Our Lives Out of Balance (Zedbooks, 2011). There the authors (Robert R Locke and J-C Spender) blamed mathematical models of markets devised by finance professors in business schools for market collapse, that is unbounded rationalism was held responsible for the unhappy outcomes. Lire la suite>>
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  • How leapfrogging changes the strategic paradigm

    How leapfrogging changes the strategic paradigm

    In today’s fast-evolving technological and sociological environment, one of the challenges that companies should address in the very near-term is the leapfrogging behavior of emerging economies. It may affect not only the product and services offering on a Worldwide scale (meaning in both mature and emerging markets), but also corporations’ organization and the daily working environment. What is leapfrogging? Well, everybody did it one day or another, it corresponds to a community (consumers, collaborators, suppliers…) that bypasses a generation of technology or behavior and jumps directly to the next generation. Emerging economies in Africa, Asia, Middle-East and South America show …
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  • How leapfrogging changes the strategic paradigm

    How leapfrogging changes the strategic paradigm

    In today’s fast-evolving technological and sociological environment, one of the challenges that companies should address in the very near-term is the leapfrogging behavior of emerging economies. It may affect not only the product and services offering on a Worldwide scale (meaning in both mature and emerging markets), but also corporations’ organization and the daily working environment. What is leapfrogging? Well, everybody did it one day or another, it corresponds to a community (consumers, collaborators, suppliers…) that bypasses a generation of technology or behavior and jumps directly to the next generation. Emerging economies in Africa, Asia, Middle-East and South America show …
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  • Capital humain : les tendances 2011-2012

    Capital humain : les tendances 2011-2012

    Révolutions et évolutions Intéressante réunion mardi 13 au Pavillon Ledoyen au cours de laquelle cinq responsables RH de grands groupes étaient invités par Deloitte à réagir sur les grandes tendances décrites dans une étude « Capital humains : les tendances 2011-2012. Le débat a porté sur trois thèmes : –          DRH et individus, –          DRH et collectif –          Organisation de la fonction DRH Plusieurs idées m’ont particulièrement intéressé : –          Le passage des carrières ascensionnelles aux carrières multidimensionnelles, et l’image « passer de l’échelle au réseau » –          La problématique de la gestion des talents dans les marchés émergents comme l’Inde ou la Chine (proche de …
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  • A quoi sert le management?

    A quoi sert le management?

    On pourrait parfois se le demander. Car la question est loin d’être stupide. Bien sur, le manager, ou le dirigeant, ou le leader (chacun choisit le jargon qui lui convient) est là pour permettre aux process de fonctionner, à l’entreprise d’atteindre ses objectifs. Oui mais justement ces objectifs, ces process, quel sens ont-ils ? Le manager, étymologiquement, est celui qui « a en main » (maneggiare), qui dirige les chevaux dans le manège, qui fait donc tourner en rond si nécessaire. Mais trêve de jeux faciles, le manager est là pour donner du sens et souvent il ne sait plus quel sens donner …
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  • Big Data et Big Brother, les deux frères amis

    Big Data et Big Brother, les deux frères amis

    Business Breakfast, Paris, 10 janvier 2012, réservez vos places! Google, Facebook, France Telecom, Groupon, Amazon, BNP, Carrefour, Twitter, vos systèmes de mail ou de relations clients, etc. ont cela en commun que leur simple activité génère naturellement des térabits, des exabits, voire bientôt des yottabits de données nous concernant tous. On appelle cela le BigData. Utiliser ces données, même si les utilisateurs n’en ont jamais donné l’autorisation, de façon anonyme ou non, est une méthode d’investigation qui va désormais bouleverser nos existences. Ce n’est pas Big Brother mais pour beaucoup cela y ressemble. Faut il en avoir peur ? La meilleure …
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  • WebReview November/Novembre

    WebReview November/Novembre

    Boostzone Institute – Web Review November 2011 View more documents from Boostzone Institute
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  • WebReview November/Novembre 2011

    WebReview November/Novembre 2011

    Boostzone Institute – Web Review November 2011 View more documents from Boostzone Institute
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  • Social (VIII) – So, where is the conundrum?

    Social (VIII) – So, where is the conundrum?

    The real issue today is between people, connecting them again through every means possible. Without trying to do kitchen psychology, we have to create more opportunities for employees to exchange, whether on a personal front (HR, mentor, coach) or on a professional front (brainstorm, quality circles, conferences); people need to feel the link amongst themselves and with their bosses.  Without going into the excesses of trying to solve every bit of difficulty we each face in our lives, we can facilitate daily stresses with some quality time spent just listening to each other, feeling part of the same team and …
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  • Social (VIII) – So, where is the conundrum?

    Social (VIII) – So, where is the conundrum?

    The real issue today is between people, connecting them again through every means possible. Without trying to do kitchen psychology, we have to create more opportunities for employees to exchange, whether on a personal front (HR, mentor, coach) or on a professional front (brainstorm, quality circles, conferences); people need to feel the link amongst themselves and with their bosses.  Without going into the excesses of trying to solve every bit of difficulty we each face in our lives, we can facilitate daily stresses with some quality time spent just listening to each other, feeling part of the same team and …
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  • Le syndrome Steve Jobs

    Le syndrome Steve Jobs

    Suite au décès de Steve Jobs, de nombreuses personnes se sont inquiétées des conséquences pour son entreprise. Derrière ces inquiétudes, on sentait que la marque du fondateur était tellement forte…presque plus forte que celle de son entreprise… que sans lui elle pourrait décliner. Je vous invite donc à une réflexion sur les forces et faiblesses des marques d’entreprises et de celles de leurs dirigeants à travers cette présentation : Le syndrome Steve Jobs View more presentations from Olivier Zara Pour aller plus loin, voir l’article du Nouvel Economiste « Le goût du je » Je tiens à remercier Dominique Turcq qui m’a …
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  • Webreview October/Octobre

    Webreview October/Octobre

    Boostzone Institute – Web Review October 2011 View more documents from Boostzone Institute
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  • Webreview October/Octobre

    Webreview October/Octobre

    Boostzone Institute – Web Review October 2011 View more documents from Boostzone Institute
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  • La hiérarchie horizontale, changement majeur dans les organisations

    La hiérarchie horizontale, changement majeur dans les organisations

  • Managerialism: how the business elite and their schools threw our lives out of balance

    Managerialism: how the business elite and their schools threw our lives out of balance

    This is the title of Robert Locke’s latest book. He will present it and comment it at a Business Breakfast with the Boostzone Institute on November 8th in Paris. Meet Robert in Paris on November 8th! Robert Locke is a provocative writer with a serious academic background, as an historian, and a serious will to challenge the establishment of business schools, as they exist today. By challenging business schools he challenges actually much more: our obsession with shareholder value as a society and our ability to manage any type of organization within the current economic, social and political context. We …
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  • Managerialism: how the business elite and their schools threw our lives out of balance

    Managerialism: how the business elite and their schools threw our lives out of balance

    This is the title of Robert Locke’s latest book. He will present it and comment it at a Business Breakfast with the Boostzone Institute on November 8th in Paris. Meet Robert in Paris on November 8th! Robert Locke is a provocative writer with a serious academic background, as an historian, and a serious will to challenge the establishment of business schools, as they exist today. By challenging business schools he challenges actually much more: our obsession with shareholder value as a society and our ability to manage any type of organization within the current economic, social and political context. We …
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  • Horizontal hierarchy: organization progress or more complexity?

    Horizontal hierarchy: organization progress or more complexity?

    Our organizations are structured around vertical hierarchies and for decades organization researchers and consultants have worked on how to structure these vertical hierarchies, on what was the most important dimension to keep as the pivotal structure (regions, functions, products… you remember these debates) for creating the silos. Then, the following question was on how to superimpose on it the next important dimension (remember the matrix?) for creating the best of possible (or the “least worst” possible) cooperation among silos. All these elements of organization have one conceptual point in common, the transaction cost theory of the firm. In (very) short …
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  • Promoting the augmented leader

    Promoting the augmented leader

    Analogous to what augmented reality is to reality, the augmented leader will soon be with us. It is not a super human hero with chips installed in his brain. It is you and me, if we are able to augment ourselves. The augmented leader lives in a world of incredible tools (some of them 2.0 but also many others like mobile platforms, neurosciences, geolocalization, data management) and sees his capabilities enhanced to a point where it has currently become unmanageable. We will have to learn again how to manage. But to manage what and to manage how? A few examples …
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  • Promoting the augmented leader

    Promoting the augmented leader

    Analogous to what augmented reality is to reality, the augmented leader will soon be with us. It is not a super human hero with chips installed in his brain. It is you and me, if we are able to augment ourselves.
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  • Moneyball and the Talent Mismatch Facing Business

    Moneyball and the Talent Mismatch Facing Business

    By Tammy Johns, published by Harvard Business Review in september 2011 When I first read Moneyball: The Art of Winning An Unfair Game (the book that inspired the movie that opened this past weekend), I was struck by the similarities of the challenges that General Manager Billy Beane faced in 2002 to those that business employers face as they try to achieve the best returns on their talent investments. When Billy Beane took charge of the Oakland A’s he was tasked with building a winning team, but to do that he had to compete in the talent market against teams that could afford to …
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  • The big idea, the Age of Hyperspecialization

    The big idea, the Age of Hyperspecialization

    By Tammy Johns, published by Harvard Business Review in september 2011 Adam Smith’s Wealth of Nations, published in 1776, famously described what would be one of the central drivers of economic progress for centuries to come: the division of labor. Much of the prosperity our world now enjoys comes from the productivity gains of dividing work into ever smaller tasks performed by ever more specialized workers. Today, thanks to the rise of knowledge work and communications technology, this subdivision of labor has advanced to a point where the next difference in degree will constitute a difference in kind. We are entering an …
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  • 2021, l’Odyssée du management

    2021, l’Odyssée du management

    Click here for english version Qui aurait cru, en 2001, que dix ans plus tard (maintenant !), nous utiliserions des softwares on-demand, que nos photos, notre courrier, nos documents seraient sur le Cloud, que nos téléphones mobiles serviraient à bien d’autres choses qu’à téléphoner, que le Wifi et le Bluetooth seraient notre quotidien, qu’une seule clef USB pourrait contenir plusieurs encyclopédies entières, notre musique et nos photos et tous nos dossiers, que les réseaux sociaux allaient bouleverser notre vie personnelle, sociale et professionnelle ? Pourtant toutes ces technologies étaient là, certaines en gestation, d’autres en laboratoires, d’autres déjà disponibles mais encore très chères ou …
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  • 2021, Management Odyssey

    2021, Management Odyssey

    The technologies of 2021 are here. One just has to look and to imagine their implications. Just think of geolocalization, augmented reality, 3D printers, BigData, connection of things, tablet computers, recognition of movements /voice/ emotions/faces, sensors, 4G, Wimax, electronic books, telepresence, virtual work, etc. These technologies will “augment” our competences, our difficulties, and our opportunities.
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  • Webreview september

    Webreview september

    Voici notre nouvelle webreview: Il suffit de cliquer dessus pour accéder à la version complète. Bonne lecture! Boostzone Institute – Web Review September 2011 View more documents from Boostzone Institute
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  • Webreview september

    Webreview september

    Voici notre nouvelle webreview: Il suffit de cliquer dessus pour accéder à la version complète. Bonne lecture! Boostzone Institute – Web Review September 2011 View more documents from Boostzone Institute
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  • LA CRISE: UNE OCCASION D’INNOVER DANS LE DEVELOPPEMENT DES TALENTS

    LA CRISE: UNE OCCASION D’INNOVER DANS LE DEVELOPPEMENT DES TALENTS

    Les conséquences de la nouvelle crise des marchés financiers n’ont pas fini de se faire ressentir dans les entreprises, notamment en Europe. Les plans d’austérité gouvernementaux se traduiront inéluctablement par des licenciements, par des gels de recrutement, par des politiques salariales revues à la baisse, et par des coupes claires dans les investissements consacrés au développement des talents – formation, coaching, ou apprentissage par la mobilité. Comment réduire le montant de ces investissements sans démotiver ses collaborateurs et sans sacrifier le développement de leurs compétences? Une piste me vient naturellement à l’esprit en repensant à ce qui m’a construit au …
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  • Social (VII) – Soft skills are needed today more than ever

    Social (VII) – Soft skills are needed today more than ever

    If some companies have started to realize the importance of soft skills, few have truly incarnated the 21st century’s look for spiritual goals, life purposes, and alignment objectives; some may say that it is not the company’s role to train people in these areas but, when the same is asking for 24hr presence through Blackberry or I-phone technology, can they have their cake and eat it too?  A give and take is needed in these new ventures!  In fact, more recent companies have addressed that overlap and offered many ways to alleviate the blurring of frontiers: concierge services, massages, baby …
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  • Social (VII) – Soft skills are needed today more than ever

    Social (VII) – Soft skills are needed today more than ever

    If some companies have started to realize the importance of soft skills, few have truly incarnated the 21st century’s look for spiritual goals, life purposes, and alignment objectives; some may say that it is not the company’s role to train people in these areas but, when the same is asking for 24hr presence through Blackberry or I-phone technology, can they have their cake and eat it too?  A give and take is needed in these new ventures!  In fact, more recent companies have addressed that overlap and offered many ways to alleviate the blurring of frontiers: concierge services, massages, baby …
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  • Le marketing à l’ère digitale, metamorphose ou cure de jouvence ? quelques questions…

    Le marketing à l’ère digitale, metamorphose ou cure de jouvence ? quelques questions…

    Le 16 septembre prochain le département marketing de l’ESCP-Europe et l’Institut Boostzone organisent une demi journée sur le marketing à l’ère digitale: métamorphose ou cure de jouvence?. Cet événement aura lieu à l’ESCP-Europe le 16/9 de 8h30 à 11h30. Il ne s’agit surtout pas d’une énième journée sur le marketing 2.0 mais d’une véritable séance de travail sur l’avenir du marketing. Nous y attendons de vraies questions et de vrais débats. Parmi les questions que tout responsable, marketing ou non, peut se poser, et que nous aborderons en partie ce jour là: Qu’est ce que l’innovation en marketing aujourd’hui ? –       …
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  • Social (VI) – Tools to bring SENSIBLE objectives altogether

    Social (VI) – Tools to bring SENSIBLE objectives altogether

    In prior notes, we have tried to show that the SMART way of managing is out and a more SENSIBLE one is in: Sustainable, Ethical, Network-supported, Small, Imaginative, Beautiful, Long-term, Excellence-driven. The important, yet, is to have ways of helping companies and people move towards this new leadership paradigm.  As all is rooted in company “culture and values” as well as “employee behaviors” that come out of them, it can be useful to start with a cultural audit on inherent values: financial, goodwill, people, client… and corporate social responsibility! Details: •          Financial: growth, profit, long-term orientation, confidentiality or transparency •          …
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  • Social (VI) – Tools to bring SENSIBLE objectives altogether

    Social (VI) – Tools to bring SENSIBLE objectives altogether

    In prior notes, we have tried to show that the SMART way of managing is out and a more SENSIBLE one is in: Sustainable, Ethical, Network-supported, Small, Imaginative, Beautiful, Long-term, Excellence-driven. The important, yet, is to have ways of helping companies and people move towards this new leadership paradigm.  As all is rooted in company “culture and values” as well as “employee behaviors” that come out of them, it can be useful to start with a cultural audit on inherent values: financial, goodwill, people, client… and corporate social responsibility! Details: •          Financial: growth, profit, long-term orientation, confidentiality or transparency •          …
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  • Who is accountable for collaboration?

    Who is accountable for collaboration?

    I was watching Gary Hamel’s video on innovation yesterday on Management Innovation Exchange. I must say that I was very impressed by the show. I wonder how Gary can so perfectly synchronize his words and the presentation on the screen behind him. I haven’t figured out whether technology is involved or just countless hours of rehearsal. Anyway, that is not the point of my post. After viewing this video I was struck by a « blinding flash of the obvious » with respect to the business model of knowledge management. We all know that, by and large, executives have been disappointed by …
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  • Comment convaincre les dirigeants de l’importance des réseaux sociaux d’entreprise?

    Comment convaincre les dirigeants de l’importance des réseaux sociaux d’entreprise?

    SAVE THE DATE en partenariat avec L’Institut Boostzone et Collaboratif-info organisent un petit déjeuner -atelier de réflexion avec des bloggeurs experts et des agents de changement internes. Retenez dès à présent sur votre agenda, le rendez-vous suivant: 18 octobre 2011 8h30 – 11h30 Le lieu sera précisé ultérieurement Attention, le nombre de places est limité Les Réseaux Sociaux d’entreprise, c’est à dire l’application dans l’entreprise de logiques collaboratives, sont à la mode. Mais ce n’est pas qu’une mode. Ils vont bouleverser la façon de manager les hommes et les équipes. De la qualité de leur mise en œuvre vont découler …
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  • Le marketing à l’ère digitale: métamorphose ou cure de jouvence?

    Le marketing à l’ère digitale: métamorphose ou cure de jouvence?

    SAVE THE DATE! L’ESCP Europe & le Boostzone Institute organisent  un Business Breakfast le 16 septembre 2011 dans les locaux d’ESCP-Europe, 79 avenue de la République, Paris 11ème. Bon, d’accord, on parle de marketing 2.0 (d’ailleurs une recherche Google sur “marketing 2.0” donne 880000 liens), mais, en dehors du fait que de nouvelles pratiques viennent se greffer sur des anciens concepts, cela veut il dire que le marketing de papa est mort ? Il est aujourd’hui aidé d’outils extraordinairement performants, permettant de « toucher » les consommateurs pratiquement un par un (marketing to one), à un coût moindre, par des canaux surmultipliés, etc. Et …
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  • Defining the Augmented Leader

    Defining the Augmented Leader

    By Dominique Turcq, published by Management Innovation Exchange, 30 June 2011 « Analogous to what augmented reality is to reality, the augmented leader will soon be with us. It is not a super human hero with chips installed in his brain. It is you and me, if we are able to augment ourselves. The augmented leader lives in a world of incredible tools (some of them 2.0 but also many others like mobile platforms, neurosciences, geolocalization, data management) and sees his capabilities enhanced to a point where it has currently become unmanageable. We will have to learn again how to manage. …
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  • From Augmented reality to the Augmented Executive

    From Augmented reality to the Augmented Executive

    Everyone starts today to use Augmented Reality (AR) in a way or another and it is probably one of the most important game changer for our daily life within the next few years. We will use its power for tourism, recognizing a monument and getting information on it; finding our way (the closest tube station or the closest Italian restaurant); for looking at the stars as an amateur astrologist with just an iPhone; etc. But some of its implications are also on the professional side, helping us soon to identify members in a large meeting via face recognition, helping us …
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  • From Augmented reality to the Augmented Executive

    From Augmented reality to the Augmented Executive

    Everyone starts today to use Augmented Reality (AR) in a way or another and it is probably one of the most important game changer for our daily life within the next few years. We will use its power for tourism, recognizing a monument and getting information on it; finding our way (the closest tube station or the closest Italian restaurant); for looking at the stars as an amateur astrologist with just an iPhone; etc. But some of its implications are also on the professional side, helping us soon to identify members in a large meeting via face recognition, helping us …
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  • Social (V) – From SMART to SENSIBLE objectives

    Social (V) – From SMART to SENSIBLE objectives

    Everyone remembers the SMART acronym to talk about strategic objectives in corporate planning; no surprise it came about in the early 80’s as financial capitalism was entering its growth phase!  Objectives had to be Specific, Measurable, Attainable, Results-oriented and Time-bound… How about adapting this to the new era we are entering? We are hereby proposing SENSIBLE objectives: Sustainable, Ethical, Network-supported, Small, Imaginative, Beautiful, Long-term and Excellence-driven!  Below are details on each: •          Sustainable: respectful of the tripod now well-known in the definition of sustainable development, i.e. bearable, equitable and viable, bringing together the economic, the social and the environmental dimensions …
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  • Social (V) – From SMART to SENSIBLE objectives

    Social (V) – From SMART to SENSIBLE objectives

    Everyone remembers the SMART acronym to talk about strategic objectives in corporate planning; no surprise it came about in the early 80’s as financial capitalism was entering its growth phase!  Objectives had to be Specific, Measurable, Attainable, Results-oriented and Time-bound… How about adapting this to the new era we are entering? We are hereby proposing SENSIBLE objectives: Sustainable, Ethical, Network-supported, Small, Imaginative, Beautiful, Long-term and Excellence-driven!  Below are details on each: •          Sustainable: respectful of the tripod now well-known in the definition of sustainable development, i.e. bearable, equitable and viable, bringing together the economic, the social and the environmental dimensions …
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  • L’avidité du capitalisme ordinaire et la démotivation des employés

    L’avidité du capitalisme ordinaire et la démotivation des employés

    D’une façon finalement paradoxale, le client, sensé « être roi » dans la stratégie de nombreuses entreprises, est souvent négligé, voire exploité au maximum dès lors qu’une relation d’oligopole ou de dépendance est établie. Les cas sont nombreux et émergent quotidiennement dans les journaux ou dans le vécu ordinaire. C’est Orange qui veut facturer plus de 300 euros la résiliation d’une option Blackberry quand vous n’en avez plus besoin ;ce sont ces centres d’appels qui font payer – certes ils vous préviennent, et alors ? – pour attendre qu’un opérateur daigne vous parler ; ce sont les banques qui chargent des commissions supplémentaires à …
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  • LinkedIn Groups and 7 Ways to Efficiently Get More out of Them

    LinkedIn Groups and 7 Ways to Efficiently Get More out of Them

    Why LinkedIn? LinkedIn is currently the most popular professional networking site, with 100 million members worldwide, including 23,1 million in Europe. It largely surpasses Viadeo (35 million worldwide, 8,1 millions in Europe) and Xing (10,8 million worldwide, popular in German-speaking countries). And it is growing at the frantic pace of 1 million new members a week, the equivalent of a professional joining the site at faster than one member per second. According to a recent social media study conducted by Performics, the performance marketing agency owned by Publicis Groupe, 59% say that LinkedIn is the most important social network account. …
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  • LinkedIn Groups and 7 Ways to Efficiently Get More out of Them

    LinkedIn Groups and 7 Ways to Efficiently Get More out of Them

    Why LinkedIn? LinkedIn is currently the most popular professional networking site, with 100 million members worldwide, including 23,1 million in Europe. It largely surpasses Viadeo (35 million worldwide, 8,1 millions in Europe) and Xing (10,8 million worldwide, popular in German-speaking countries). And it is growing at the frantic pace of 1 million new members a week, the equivalent of a professional joining the site at faster than one member per second. According to a recent social media study conducted by Performics, the performance marketing agency owned by Publicis Groupe, 59% say that LinkedIn is the most important social network account. …
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  • Infobésité, veille et gestion du temps des dirigeants

    Infobésité, veille et gestion du temps des dirigeants

    La veille est une affaire de spécialistes, sans aucun doute, encore faut il que ceux qui font appel à eux sachent quoi demander. Comme disait Karl Popper, il ne s’agit pas d’observer, il s’agit de savoir quoi observer et donc de le dire clairement à son veilleur. Le problème majeur pour les dirigeants semble être le temps requis pour trier leurs flux d’information entrant. Personne ne se plaint de recevoir trop peu de mails. L’assistante de direction sait gérer le temps de celui dont elle s’occupe quand il s’agit de son agenda, du tri des personnes qui veulent le voir. …
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  • Les nouvelles références du monde du travail et du management

    Les nouvelles références du monde du travail et du management

    Denis Ettighoffer a récemment donné une conférence à l’Institut Boostzone (voir notre annonce sur http://www.boostzone.fr/mais-sur-quels-reperes-nous-appuyer-desormais/). La vidéo ci dessous en donne quelques uns des meilleurs moments. Denis nous conduit à regarder notre environnement et nos problèmes de management sous des angles différents. Par exemple il pose la question : « Et si votre usine et vos bureaux brulaient cette nuit, serait ce grave ? ». Dans un monde d’actifs intangibles et où le capital est humain et non plus matériel, ce serait peut être très ennuyeux mais finalement ce ne devrait pas être si grave. A méditer.
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  • Social (IV) – Principles of managing, going forward…

    Social (IV) – Principles of managing, going forward…

    The up and comers are different and may be teaching us that the world, if it is not enough, is certainly quite different.  No need to keep stuck in the gutter, you need to move forward and manage this new bunch differently.  These are some of the major principles that are emerging: solidarity, collaboration, balance, top management, professional and personal alike, wanna live (understand “want to live”)… 1.         Solidarity: it may be amazing but humanity does it all the time as it goes round and round in circles and always comes back to the same cycles.  If we went away …
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  • Social (IV) – Principles of managing, going forward…

    Social (IV) – Principles of managing, going forward…

    The up and comers are different and may be teaching us that the world, if it is not enough, is certainly quite different.  No need to keep stuck in the gutter, you need to move forward and manage this new bunch differently.  These are some of the major principles that are emerging: solidarity, collaboration, balance, top management, professional and personal alike, wanna live (understand “want to live”)… 1.         Solidarity: it may be amazing but humanity does it all the time as it goes round and round in circles and always comes back to the same cycles.  If we went away …
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  • LOST IN MANAGEMENT ? OR LOST IN MANAGEMENT !

    LOST IN MANAGEMENT ? OR LOST IN MANAGEMENT !

    Pour le savoir nous vous proposons une conférence atelier avec François Dupuy le 19 mai: Comment redevenir des managers?. Cette conférence atelier (c’est à dire que l’on va y travailler avec le conférencier, et non l’écouter seulement) sera centrée sur le travail récent de François Dupuy.  François Dupuy, auteur de « La fatigue des élites », du « client et du bureaucrate » et, qui vient de sortir, de « Lost in management ; la vie quotidienne des entreprises au 21ième siècle » fut un chercheur au CNRS, un disciple de Crozier (qui dénonçait il y a déjà plus de 40 ans la société bloquée qu’était la …
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  • Mais sur quels repères nous appuyer désormais ?

    Mais sur quels repères nous appuyer désormais ?

    Pour apporter des éléments de réponse, nous vous proposons une conférence atelier avec Denis Ettighoffer le 10 mai: Quels référents dans la “Bataille des nations savantes”? Cette conférence atelier (c’est à dire que l’on va y travailler avec le conférencier, et non l’écouter seulement) sera centrée sur la question du changement de nos référents, en d’autres termes sur le fait que nos points fixes habituels de raisonnement, ceux qui nous permettent de comprendre le monde, sont en train d’être sérieusement bouleversés. Pour Denis Ettighoffer, de nouveaux critères de compétitivité émergent entre les nations: c’est le passage de l’ère tertiaire à …
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  • La nature fractale d’entreprise 2.0 ou l’analogie, outil indispensable du dirigeant

    La nature fractale d’entreprise 2.0 ou l’analogie, outil indispensable du dirigeant

    Nous vous proposons un atelier le 29 avril: Pourquoi l’analogie permet-elle de comprendre l’entreprise 2.0? Pourquoi les images fractales sont-elles une bonne analogie de sa gouvernance (ou non ?) et pourquoi l’analogie devient-elle un outil indispensable du dirigeant? Cet atelier (c’est à dire que l’on va y travailler, et non écouter seulement) sera centré sur la  force des analogies comme modes explicatifs et comme aides à la réflexion voire à la décision. Maîtriser l’information, se faufiler dans des réseaux toujours en mouvement, gérer la révolution permanente de l’innovation… Ces défis imposent une métamorphose de l’entreprise. A quoi ressemblera cette nouvelle Entreprise 2.0, …
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  • Le fossé numérique en France

    Le fossé numérique en France

    Le  Centre d’analyse stratégique publie ce jour une étude sur le fossé numérique en France, vous pouvez la télécharger sur http://www.strategie.gouv.fr/article.php3?id_article=1402 Plusieurs conclusions en ressortent qui sont particulièrement importantes pour le management de demain. Je mets entre parenthèse après chacune d’elle mes commentaires 1 – Plusieurs fossés numériques existent : les combler suppose une action politique vigoureuse et pérenne ainsi que de larges campagnes d’information (et probablement une action CSR non négligeable de la part des entreprises, surtout envers les jeunes) 2 – Le fossé numérique au sein de la population la plus jeune mérite une attention particulière (Ce point que nous …
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  • The Five Aspects of the Future Keeping MBA Students Awake at Night

    The Five Aspects of the Future Keeping MBA Students Awake at Night

    Lynda Gratton, a friend of the Boostzone Institute, a professor at the LSE  and the author of an outstanding blog on the future of work  released yesterday the following post. This is so much in line with what we are working on currently that I really wanted to share this with everyone of our followers. Dominique Turcq Post from Lynda: What happens when 70 MBA and Sloan students from the London Business School spend a week talking about the future of work and creating vignettes for a day in the life in 2030? That was the question on my mind …
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  • The Five Aspects of the Future Keeping MBA Students Awake at Night

    The Five Aspects of the Future Keeping MBA Students Awake at Night

    This post is the reproduction of a post by Lynda Gratton : What happens when 70 MBA and Sloan students from the London Business School spend a week talking about the future of work and creating vignettes for a day in the life in 2030? That was the question on my mind last Sunday as I made the final preparation for a one-week programme I was running about the future of work. A week later and after many, many conversations and some incredible presentations, I can now tell you. Here is what is on their minds…
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  • Pêche sur le Web : CEFRIO … toujours du nouveau !

    Pêche sur le Web : CEFRIO … toujours du nouveau !

    Nos cousins Canadiens du Cefrio sont un bel exemple d’intelligence collective et de partage sur le Web (c’est rare « d’acheter » autant de papiers intelligents à 0 Can$ !) Parmi mes préférés : – le Livre blanc « L’innovation par les technologies de l’information et des communications » ici http://www.cefrio.qc.ca/fileadmin/documents/Publication/Livre_blanc_Indice_TIC.pdf – NETendances 2010 : évolution de l’utilisation d’Internet au Québec depuis 1999 avec 6 publications (un festival !) : Fascicule 1 : L’explosion des médias sociaux au Québec http://www.cefrio.qc.ca/fileadmin/documents/Publication/NETendances-Vol1-1.pdf Fascicule 2 : Divertissement en ligne: place aux jeux sociaux http://www.cefrio.qc.ca/fileadmin/documents/Publication/NETendances-Vol1-2.pdf Fascicule 3 : Un fort potentiel pour l’Internet mobile au Québec …
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  • Révolution numérique dans les pays en développement. L’exemple africain.

    Révolution numérique dans les pays en développement. L’exemple africain.

    Commentaires sur le livre de Jacques Bonjawo Révolution numérique dans les pays en développement. L’exemple africain. Dunod. RFI. ISBN 978-2-10-055385-3 __________________________________________________________________________________ Un moment précieux de réflexion … Jacques Bonjawo est un parfait exemple de « citoyen du monde » : né au Cameroun, il partage son temps entre les Etats Unis, l’Afrique, l’Inde et l’Europe (dont la France). Son livre est un document majeur sur l’apport des TIC au développement humain et économique. Une idée forte : le développement des TIC est une priorité de même niveau que la nutrition, la santé, l’éducation, car ces investissements contribuent au développement économique, …
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  • Social (III) – A new leadership paradigm…

    Social (III) – A new leadership paradigm…

    Adding to the traditional stakeholders (shareholders, employees, clients), company heads, now, have to take into account a fourth leg that is the social environment (sustainable development, corporate social responsibility, extending into social economy that links private and public objectives together).  Whereas, prior, one could focus on cash generation only, linking the client base (revenues) with capital providers (dividends), the human side is again a major focus.  If it has always come back every 90 years, as I demonstrated in a work on economic cycles (technology, financial, human), it seems that we are shifting gears, right now, on the basis of …
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  • Social (III) – A new leadership paradigm…

    Social (III) – A new leadership paradigm…

    Adding to the traditional stakeholders (shareholders, employees, clients), company heads, now, have to take into account a fourth leg that is the social environment (sustainable development, corporate social responsibility, extending into social economy that links private and public objectives together).  Whereas, prior, one could focus on cash generation only, linking the client base (revenues) with capital providers (dividends), the human side is again a major focus.  If it has always come back every 90 years, as I demonstrated in a work on economic cycles (technology, financial, human), it seems that we are shifting gears, right now, on the basis of …
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  • L’entreprise change d’ère, quels sont les nouveaux savoir-faire de management ?

    L’entreprise change d’ère, quels sont les nouveaux savoir-faire de management ?

    Les entreprises reçoivent de plein fouet les changements importants de notre environnement social et économique. Au milieu de ce qu’il faut bien appeler une révolution, elles doivent continuer à gérer et, en particulier, à manager les hommes, à les développer. Mais les pratiques du management apprises hier (voire avant hier) dans les écoles (et même celles apprises récemment sur le terrain) sont elles encore valables pour demain ? Les managers d’aujourd’hui sont-ils prêts pour ce nouvel environnement. La réponse générique est non et pose de véritables problèmes de transition (comment former les managers?) et de concepts (sur quels référents s’appuyer ?) Je …
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  • L’humiliation tue l’innovation

    L’humiliation tue l’innovation

    La question de l’innovation est récurrente dans les grandes entreprises. C’est une tarte à la crème: tous les dirigeants souhaitent que leurs collaborateurs fassent preuve d’imagination et d’initiative pour inventer des solutions originales permettant de conquérir des marchés et de fidéliser les clients. Mais le concept d’innovation est difficile à cerner, souvent incantatoire, et les managers ont du mal à imaginer ce que cela signifie concrètement que de  «développer l’innovation». Les nombreuses conversations que j’aie eues à ce sujet chez AREVA et ailleurs ont fini par clarifier un peu les choses dans mon esprit, à la lumière de ma compréhension de …
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  • Social (II) – Crisis Management

    Social (II) – Crisis Management

    If 2008 shall be considered a warning shot when we shall look back at it in the future, the current crisis is far from over and, if it is not on the immediate economic front that we see it, it is everywhere affecting sustainable development (economic, ecologic, social).  2011 is a shake-up and no need to wait for the doomsdays of 2012 that some predicted to know that we have a real problem right now: natural disasters, the Arab world, lackluster growth!  Should we expect our world leaders to succeed in solving the current crisis when we see the results …
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  • Social (II) – Crisis Management

    Social (II) – Crisis Management

    If 2008 shall be considered a warning shot when we shall look back at it in the future, the current crisis is far from over and, if it is not on the immediate economic front that we see it, it is everywhere affecting sustainable development (economic, ecologic, social).  2011 is a shake-up and no need to wait for the doomsdays of 2012 that some predicted to know that we have a real problem right now: natural disasters, the Arab world, lackluster growth!  Should we expect our world leaders to succeed in solving the current crisis when we see the results …
    Lire la suite »
  • How good management can generate unemployment

    How good management can generate unemployment

    The point seems awkward. After all, unemployment is a societal and an economic issue, how could corporate management be responsible in any way for any increase in the level of unemployment? Corporations do employ people. If the economy improves, they are the means whereby a reduction in unemployment can be achieved. Yes, but… Let me argue here that corporate management does have a responsibility not only for the current increase in unemployment but also, in particular, for long-term unemployment and that this will be a major part of corporations’ perceived social responsibility over the next decade. However, that does not …
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  • How good management can generate unemployment

    How good management can generate unemployment

    Corporate management does have a responsibility not only for the current increase in unemployment but also, in particular, for long-term unemployment and this will be a major part of corporations’ perceived social responsibility over the next decade.
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  • Social (I) – Semantics

    Social (I) – Semantics

    Social network, Corporate Social Responsibility, social welfare, social economy… there are so many meanings for the same word. The etymology itself is wide, yet comparable from one sense to the other; the Latin socius means: companion, ally, associate. Let’s take each of them and try to make sense of the slight differences. Companion means “eating together”, that is the base of human relations since man emerged; Prehistoric times established the common abode, the collective search for food, etc. It is the base of human values leading into cultural development and materialistic grounding, the most natural, subtle means for solidarity that …
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  • Social (I) – Semantics

    Social (I) – Semantics

    Social network, Corporate Social Responsibility, social welfare, social economy… there are so many meanings for the same word. The etymology itself is wide, yet comparable from one sense to the other; the Latin socius means: companion, ally, associate. Let’s take each of them and try to make sense of the slight differences. Companion means “eating together”, that is the base of human relations since man emerged; Prehistoric times established the common abode, the collective search for food, etc. It is the base of human values leading into cultural development and materialistic grounding, the most natural, subtle means for solidarity that …
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  • Four Golden Globe awards for the Social Network: does 68 mean a change of paradigm?

    Four Golden Globe awards for the Social Network: does 68 mean a change of paradigm?

    Tells you something about the success of Facebook, and beyond that, the incredible foray that social networks have made in the world today… In fact, it is amazing that these 68th Golden Globe awards coincided with the first ever major social revolution of the recent past, that in Tunisia; 68th you said, 68 I say, 1968 I mean, a strong memory of my teenage years when Paris students joined workers on the streets for what was to become a substantial change of paradigm in the world!  Will Tunisia have the same fate?  In any case, it wins the 1st Globe …
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  • Four Golden Globe awards for the Social Network: does 68 mean a change of paradigm?

    Four Golden Globe awards for the Social Network: does 68 mean a change of paradigm?

    Tells you something about the success of Facebook, and beyond that, the incredible foray that social networks have made in the world today… In fact, it is amazing that these 68th Golden Globe awards coincided with the first ever major social revolution of the recent past, that in Tunisia; 68th you said, 68 I say, 1968 I mean, a strong memory of my teenage years when Paris students joined workers on the streets for what was to become a substantial change of paradigm in the world!  Will Tunisia have the same fate?  In any case, it wins the 1st Globe …
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  • CURATOR : fonction, personne, outil, ou système ?

    CURATOR : fonction, personne, outil, ou système ?

    Beaucoup de buzz et de débats (1) en cette fin d’année 2010 et début 2011 sur le rôle du Curator dans ou autour des réseaux sociaux. Le mot n’est pas nouveau, il a déjà été utilisé dans divers contextes: musées et expositions (2), gestion de bibliothèques, gestion de la preuve légale … L’équivalent français pourrait être « conservateur » ou « curateur », mots qui font appel à des notions juridiques différentes et complémentaires, le conservateur ayant une connotation de patrimoine historique, le curateur étant axé vers la préservation des actifs d’une succession ou des intérêts d’une personne incapable (3). …
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  • Curator: function, person, tool, or system ?

    Curator: function, person, tool, or system ?

    The role of Curator in and around social networks sparked off a lot of buzz and debates this winter 2010 and in the beginning of year 2011. The word is not new, it has already been used in several contexts: museums, exhibitions, library management or evidence management … Behind the term there are two notions: conservator and curator. They are different, but complementary, from a legal point of view. A curator is in charge of the preservation of historical heritages. A conservator deals with succession and inheritance assets or interests of people in need. According to Wikipédia digital curation is …
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  • L’ère du management paradoxal ?

    L’ère du management paradoxal ?

    Je vous propose le contenu d’un diaporama que j’ai présenté lors d’une conférence le 17 décembre 2010 à Casablanca sur le management de l’intelligence collective, le Personal Branding,… montrant qu’une entreprise intelligente est une entreprise qui sait articuler les paradoxes de l’entreprise 1.0 et de l’entreprise 2.0 sans les réduire ou les fusionner. Fusionner l’Ordre 1.0 et le Chaos 2.0 est une tentation terriblement humaine et une  fatale erreur ! Une partie du nouveau modèle de représentation de l’entreprise (présenté dans les dernières diapositives, à partir de la diapo 29) est expliqué dans cet article du 6 janvier 2011 paru …
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  • « Connais-toi toi même » ou pourquoi il n’y a pas de réseau social d’entreprise sans un annuaire interne intelligent

    « Connais-toi toi même » ou pourquoi il n’y a pas de réseau social d’entreprise sans un annuaire interne intelligent

    « Connais-toi toi même » est le premier conseil de stratégie (personnelle, de guerre ou d’entreprise) d’un Sun Tzu, ou, plus près de nous, d’un Socrate. Et pourtant la plupart des entreprises ne connaissent d’elles-mêmes (c’est à dire de leur richesse humaine) que ce qu’en dit l’annuaire interne… quand il existe ! C’est à dire que souvent on peut y trouver quelques vagues informations administratives, peut-être une photo, et rarement plus. Les expériences, les compétences, les langues connues, les éléments d’éducation, les réseaux internes ou externes, etc. y sont rarement présents. Mais mettre en place un annuaire interne intelligent, un peu à la façon …
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  • Quelques réflexions sur l’avenir du management

    Quelques réflexions sur l’avenir du management

    Pourquoi le management change-t-il ? Parce que le monde change de polarité, le grand basculement du pouvoir depuis les pays de l’OCDE vers les pays émergents entraîne trois basculements successifs : – Aujourd’hui un basculement économique vers les pays émergents – Demain un basculement géopolitique (avec la domination de la Chine) – Après demain un basculement des valeurs (qui ne seront pas forcément chinoises mais plutôt latino-américaines et indiennes) Parce que la démographie mondiale change vers le vieillissement, la guerre des talents, des migrations accélérées, un arbitrage du coût du travail, la fragmentation des tribus et des populations, Parce que les technologies …
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  • Le marketing est-il vraiment chamboulé par les medias sociaux ?

    Le marketing est-il vraiment chamboulé par les medias sociaux ?

    La séance du Séminaire Boostzone du 10 décembre dernier a été consacrée au marketing et aux réseaux sociaux. Comme toute séance du Séminaire, réservé aux membres de l’Institut Boostzone, elle eut pour objet de commencer à poser les bonnes questions plutôt que de proposer des réponses. Ce billet présente les principales questions qui en sont sorties. La décision fut prise de transformer l’essai en organisant un atelier de travail sur ce sujet, ouvert à tout participant, dans les deux ou trois mois à venir. Comme nos ateliers de travail sont à effectifs limités, exprimez votre intérêt d’y participer au plus …
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  • Le collaboratif devient « main stream »

    Le collaboratif devient « main stream »

    C’est une bonne nouvelle, et même si la plupart des grands groupes (et des moins grands) en sont encore à s’interroger sur ce que le collaboratif « à la 2.0 » va leur apporter, au moins ils s’interrogent et commencent, quand ils en ont aperçu les défis, à vite réfléchir aux implications et aux « comment» faire dans l’avenir. Le succès de Facebook en France est probablement le phénomène qui a déclenché la prise de conscience du changement dans la société. La multiplicité des études de cas disponibles est probablement ce qui a déclenché la confiance dans le fait qu’il ne s’agit …
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  • De-friend or make a friend, that is the question?

    De-friend or make a friend, that is the question?

    Wow!  If I knew that one could un-friend or de-friend when I scrambled to make some, way back, I would have made much more attempts to add people to my list.  I must be old-fashioned because I always decided to be careful about that very step, just because I did not want to be bothered with tons of contacts that meant little to me… Then, I entered the business world and had to fake some form of friendly posture to sell my technologies; can you imagine a lonely European lost out in the boons, in Red Neck countryside, spending his …
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  • De-friend or make a friend, that is the question?

    De-friend or make a friend, that is the question?

    Wow!  If I knew that one could un-friend or de-friend when I scrambledhttp://www.boostzone.fr/wp-admin/post.php?post=2853&action=edit to make some, way back, I would have made much more attempts to add people to my list.  I must be old-fashioned because I always decided to be careful about that very step, just because I did not want to be bothered with tons of contacts that meant little to me… Then, I entered the business world and had to fake some form of friendly posture to sell my technologies; can you imagine a lonely European lost out in the boons, in Red Neck countryside, spending his …
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  • The fractal nature of Entreprise 2.0

    The fractal nature of Entreprise 2.0

    The Boostzone Institute releases this week a small book, a Booster, about the fractal nature of Enterprise 2.0. Behind this relatively obscure title is a series of simple analogies helping to understand the apparent complexity of Enterprise 2.0. They relate E 2.0 with the chaos theory and in particular the fractal mathematics. In short and to illustrate one of the points: the traditional organisation (E 1.0) relied already on a fractal design, one can think of the following representation… … or this one, called a Sierpinski pyramid. Both reflect a simple formula, replicated ad nausea across the whole organization and …
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  • The fractal nature of Entreprise 2.0

    The fractal nature of Entreprise 2.0

    The Boostzone Institute releases this week a small book, a Booster, about the fractal nature of Enterprise 2.0. Behind this relatively obscure title is a series of simple analogies helping to understand the apparent complexity of Enterprise 2.0. They relate E 2.0 with the chaos theory and in particular the fractal mathematics. In short and to illustrate one of the points: the traditional organisation (E 1.0) relied already on a fractal design, one can think of the following representation… … or this one, called a Sierpinski pyramid. Both reflect a simple formula, replicated ad nausea across the whole organization and …
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  • What Wikileaks tells us about community leadership

    What Wikileaks tells us about community leadership

    In Time Magazine, I just read a very interesting comment of Julian Assange about change management, and about the ethical rationale behind wikileaks Organizations which are abusive… need to be [in] the public eye. They [then] have one of two choices: One is to reform in such a way that they can be proud to display them to the public. The other is to lock down internally and to balkanize and as a result cease to be efficient as they were. That’s a very interesting statement which reminded me of what the old Simeon said about Jesus in the Bible …
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  • What Wikileaks tells us about community leadership

    What Wikileaks tells us about community leadership

    In Time Magazine, I just read a very interesting comment of Julian Assange about change management, and about the ethical rationale behind wikileaks Organizations which are abusive… need to be [in] the public eye. They [then] have one of two choices: One is to reform in such a way that they can be proud to display them to the public. The other is to lock down internally and to balkanize and as a result cease to be efficient as they were. That’s a very interesting statement which reminded me of what the old Simeon said about Jesus in the Bible …
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  • Veille collaborative : Web 2.0 or not Web 2.0 ?

    Veille collaborative : Web 2.0 or not Web 2.0 ?

    Réunion la semaine dernière avec une dizaine d’entreprises autour du thème « Web 2.0– Intelligence économique, rapport à l’information, organisation de la veille». Quelles évolutions constatées ? Par rapport aux précédentes rencontres auxquelles j’ai participé sur le même thème il y a environ un an, deux changements majeurs : – La communauté humaine, la proximité du terrain sont mises en avant : la veille est majoritairement devenue collaborative, – Les outils sont désormais majoritairement considérés comme un moyen au service d’une stratégie, et non comme un but en soi : l’usage prime enfin sur l’outil. Ces outils puissants (le plus …
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  • Soon enough we could all become zombies…

    Soon enough we could all become zombies…

    Generation after generation, we have all considered kids as being much worse than we are, I am talking « we » older ones, of course!  The last IFOP (a well-known French agency) survey shows that it is clearly the younger ones that have picked up easy on all social networks as « awareness rates » decline significantly from the « 18-25 years of age » to the retirees (I mean the French retirees, that is 60, oh no! 62 and above).  One could say that, on the opposite, the same survey shows that « participation rates » are not that significant as some « major social networks » get a …
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  • Soon enough we could all become zombies…

    Soon enough we could all become zombies…

    Generation after generation, we have all considered kids as being much worse than we are, I am talking « we » older ones, of course!  The last IFOP (a well-known French agency) survey shows that it is clearly the younger ones that have picked up easy on all social networks as « awareness rates » decline significantly from the « 18-25 years of age » to the retirees (I mean the French retirees, that is 60, oh no! 62 and above).  One could say that, on the opposite, the same survey shows that « participation rates » are not that significant as some « major social networks » get a …
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  • What are social networks supposed to add?

    What are social networks supposed to add?

    When you find yourself busy responding to so many contacts you cannot even cope with on a daily basis, what is your typical reaction?  Why did I log myself onto that other social network?  What am I getting back from the load it has added onto my shoulders?  Hard to decipher… and yet, you continue babbling onto the system, hoping there is an echo from the outside world… Please answer me or else, I may look like a nerd or a geek!  But, what for? Information overload, that is the name of the current game and guess what?  We gobble …
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  • What are social networks supposed to add?

    What are social networks supposed to add?

    When you find yourself busy responding to so many contacts you cannot even cope with on a daily basis, what is your typical reaction?  Why did I log myself onto that other social network?  What am I getting back from the load it has added onto my shoulders?  Hard to decipher… and yet, you continue babbling onto the system, hoping there is an echo from the outside world… Please answer me or else, I may look like a nerd or a geek!  But, what for? Information overload, that is the name of the current game and guess what?  We gobble …
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  • L’acteur et le système 2.0

    L’acteur et le système 2.0

    L’acteur et le Système 2.0 est une façon de rappeler en 2010 une théorie vieille de près de cinquante ans et popularisée en France à l’époque par Michel Crozier (La société bloquée) et le Centre de sociologie des Organisations : l’analyse stratégique des organisations. Cette théorie, apparemment un peu difficile à saisir car d’abord sociologique (par opposition à managériale) reste pourtant d’une actualité sereine alors que les repères, les zones de pouvoir, sont en train de changer dans les entreprises alors qu’elles passent, bon an mal an, de plein gré ou non, à de nouveaux modèles organisationnels plus fondés sur la …
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  • Quelles sont les interactions entre Personal Branding et Corporate Branding ?

    Quelles sont les interactions entre Personal Branding et Corporate Branding ?

    La marque de votre entreprise est aussi perçue à travers la marque personnelle des dirigeants de l’entreprise et de tout salarié en contact avec l’extérieur (recruteurs, commerciaux,…). Marque d’entreprise et marques personnelles peuvent soit se renforcer mutuellement, soit au contraire s’affaiblir. Quels sont les risques et les opportunités liés aux interactions entre Personal Branding et Corporate Branding ? 1. La marque personnelle renforce la marque Corporate Les dirigeants font rayonner la marque de l’entreprise à travers leur marque personnelle comme Richard Branson, Loïc Le Meur – Le Personal Branding renforce le rôle de porte-drapeau du dirigeant. Les experts connus et …
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  • Research on Enhanced Corporate Directories: reminder

    Research on Enhanced Corporate Directories: reminder

    We are currently conducting research into Enhanced Corporate Directories (an Enhanced Corporate Directory is an “intelligent” directory enabling internal social media, knowledge management, communities and networks, etc.). To answer this short online survey, follow this link: http://www.surveymonkey.com/s/5CC8MMF. Thank you for your participation! Participants to the online survey will receive the first section free and a 50% discount on the complete report. More details on this post
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  • Research on Enhanced Corporate Directories: reminder

    Research on Enhanced Corporate Directories: reminder

    We are currently conducting research into Enhanced Corporate Directories (an Enhanced Corporate Directory is an “intelligent” directory enabling internal social media, knowledge management, communities and networks, etc.). To answer this short online survey, follow this link: http://www.surveymonkey.com/s/5CC8MMF. Thank you for your participation! Participants to the online survey will receive the first section free and a 50% discount on the complete report. More details on this post
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  • How Social Networks change the world of work

    How Social Networks change the world of work

    Social networks are now a fully integrated part of the world of work. Their most important impact can be summarized within a few points: Social relation to work and private life One’s relation to work is now increasingly related to one’s relation to society, individuals are more and more “defined” by what they do, how they appear in various social networks, professional like LinkedIn or officially private like Facebook. The friending groups (i.e. those individuals one accepts or solicits for being into one’s friend list) include family, friends, relations, colleagues, former colleagues, etc. in a way confusing for all. Some …
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  • How Social Networks change the world of work

    How Social Networks change the world of work

    Social networks are now a fully integrated part of the world of work. Their most important impact can be summarized within a few points: Social relation to work and private life One’s relation to work is now increasingly related to one’s relation to society, individuals are more and more “defined” by what they do, how they appear in various social networks, professional like LinkedIn or officially private like Facebook. The friending groups (i.e. those individuals one accepts or solicits for being into one’s friend list) include family, friends, relations, colleagues, former colleagues, etc. in a way confusing for all. Some …
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  • How many jobs can a tiger create?

    How many jobs can a tiger create?

    At a time when job creation is a major issue for governments in all parts of the world, let me propose to think more about new avenues such as the valorization of natural assets as job creators. A good illustration of that could be the tiger in India. This animal, as the reader will soon discover, is a great proxy for anything that can create tourism related jobs. Tourism jobs are economically extremely important because they can benefit from the current explosion of the middle class worldwide and its demand for leisure, travels, tourism; they are largely low skills jobs, …
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  • How many jobs can a tiger create?

    How many jobs can a tiger create?

    At a time when job creation is a major issue for governments in all parts of the world, let me propose to think more about new avenues such as the valorization of natural assets as job creators. A good illustration of that could be the tiger in India. This animal, as the reader will soon discover, is a great proxy for anything that can create tourism related jobs. Tourism jobs are economically extremely important because they can benefit from the current explosion of the middle class worldwide and its demand for leisure, travels, tourism; they are largely low skills jobs, …
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  • Boostzone Research on Enhanced Corporate Directories – Online Survey is Open

    Boostzone Research on Enhanced Corporate Directories – Online Survey is Open

    The Boostzone Institute is currently conducting research into Enhanced Corporate Directories (an Enhanced Corporate Directory is an “intelligent” directory enabling internal social media, knowledge management, communities and networks, etc.). Face to face interviews with executives and design teams from important companies (those with over 5000 employees) were started in June 2010. It has already highlighted different approaches, though an enduring observation: a good corporate directory is key to any collaboration strategy and to any Enterprise 2.0 implementation. Interviews will continue until September with around 15 companies, and we are also opening an online survey to gather feedback from other organizations. …
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  • How do I manage to get through the social media maze?

    How do I manage to get through the social media maze?

    Some people ponder as to why they have not yet joined the craze; you know what I mean, the maze or the labyrinth of social media! But it goes so fast that unless I play the plain follower, I am quickly lost in space… where should I go, which circle should I join, how do I make friends, and, before all, why do I need to go through the hassle of joining and becoming a slave to my machine? There are so many beautiful things around the world…
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  • How do I manage to get through the social media maze?

    How do I manage to get through the social media maze?

    Some people ponder as to why they have not yet joined the craze; you know what I mean, the maze or the labyrinth of social media!  But it goes so fast that unless I play the plain follower, I am quickly lost in space… where should I go, which circle should I join, how do I make friends, and, before all, why do I need to go through the hassle of joining and becoming a slave to my machine?  There are so many beautiful things around the world… The answer is simple: the world is virtual and the third largest …
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  • Le Séminaire Boostzone Institute 2010 2011

    Le Séminaire Boostzone Institute 2010 2011

    Le séminaire de l’Institut Boostzone aura de nouveau lieu en 2010 2011. Le Séminaire se veut un lieu de réflexion en profondeur sur l’avenir du travail en entreprise dans un monde de réseaux et de communautés L’idée ? La société change profondément avec l’apparition des média sociaux et d’une culture plus collaborative, dont les réseaux sociaux ne sont que l’une des manifestations. La transparence des profils, des emplois, s’accroît. L’organisation de entreprises devient plus perméable et plus transversale. Les processus de décision, d’évaluation, de rémunération, de collaboration, d’innovation, d’organisation, etc. sont en plein bouleversement. Comment sera le travail de demain? Le …
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  • Which manager, which technology for which community?

    Which manager, which technology for which community?

    Understanding the differences between communities within organizations is a must for grasping the value of any collaborative intelligence eco-system. I have been working for several years now with the community quadrant diagram, published for the first time in 2007 in what was then mostly a description of communities. In the present post I would like to ouline the implications for the roles of the community managers and for the tools involved. Four “collaborative models” In short, the quadrant segments the world of a corporation into 4 boxes, four different types of collaboration, depending on two factors : –       Is the community …
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  • Which manager, which technology for which community?

    Which manager, which technology for which community?

    Understanding the differences between communities within organizations is a must for grasping the value of any collaborative intelligence eco-system. I have been working for several years now with the community quadrant diagram, published for the first time in 2007 in what was then mostly a description of communities. In the present post I would like to ouline the implications for the roles of the community managers and for the tools involved. Four “collaborative models” In short, the quadrant segments the world of a corporation into 4 boxes, four different types of collaboration, depending on two factors : –       Is the community …
    Lire la suite »
  • How HR systems are impacted by new technologies and social networks

    How HR systems are impacted by new technologies and social networks

    The impact of new technologies, especially the web 2.0 ones, and social networks will dramatically change many HR systems. A few examples: Recruitment Recruitment will be impacted by the mass of information now available on individuals via the social networks, their voluntary contributions to their profiles, the possibility to know who they are by cumbing their purchasing habits, their friends, their digital footprint, etc. Evaluation and assessment Evaluation will now also have to include the evaluation done by the communities (internal or external) to which individuals belong, the evaluations they will have themselves generated internally or externally via tools like …
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  • Social Networks are no news to the world…

    Social Networks are no news to the world…

    Who said we had invented anything?  Just go back in history and you shall realize that the world comes in true contradiction of the NIH syndrome (Not Invented Here means a refusal to use products that have not been developed internally) both in time but also in fact.  First, we have just come back full circle in time cycles to obvious transversal needs; second, we have all decided to use the newly-developed social networks, independent of the place they were invented.  On the whole, even though we have given in, one more time, to the US culture, we have come …
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  • Social Networks are no news to the world…

    Social Networks are no news to the world…

    Networking, symbol (gr. συμβάλλω, unite) of Unity, is hard hit by current winds of wrath and power; I just make the wish that these diabolic (gr. διάϐολος, separation) forces shall disappear in time and networking fully play its role. May companies, applying relevant tools, make only good cohesion sense out of them!
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  • Can we change world of work’s « liabilities » into world of work’s « assets »?

    Can we change world of work’s « liabilities » into world of work’s « assets »?

    Let’s be blunt, we tend, in particular in France but this country is not alone among OECD countries to behave in such a way, to consider that our labor force structure comprises three liabilities (“passif”): the young, the old, the unskilled. Why don’t we look at the reality of our needs and potential and start to invert the proposal and consider them as Assets (“actifs”)? Young people are the de facto buffer of protection for those being already employed. They are suffering hard at any recession; their unemployment level is particularly high. They are just not really welcome into the …
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  • Can we change world of work’s « liabilities » into world of work’s « assets »?

    Can we change world of work’s « liabilities » into world of work’s « assets »?

    Let’s be blunt, we tend, in particular in France but this country is not alone among OECD countries to behave in such a way, to consider that our labor force structure comprises three liabilities (“passif”): the young, the old, the unskilled. Why don’t we look at the reality of our needs and potential and start to invert the proposal and consider them as Assets (“actifs”)? Young people are the de facto buffer of protection for those being already employed. They are suffering hard at any recession; their unemployment level is particularly high. They are just not really welcome into the …
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  • From the Organization CHART to the Organization MAPS

    From the Organization CHART to the Organization MAPS

    One of the difficulties with organizations today is to represent them in an acceptable way. The old organization chart is largely outdated since it shows only the hierarchical dependencies and not the reality of the corporation. But what is the reality? How could one represent an organization in a way useful to employees, clients, shareholders and other stakeholders?
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  • Pros and cons of networking in organisations: where is the balance?

    Pros and cons of networking in organisations: where is the balance?

    Everyone talks about networking; you get invitations galore to be on some new website, then spend more time juggling from one to the other than really getting interested in what comes through, whether these are professional or personal driven. Has the world gone topsy-turvy with all this rigmarole? No, will tell you those that keep their eyes stuck to their I-Phone, Blackberry or equivalent; yes, will answer those who relish on glorious sights in beautiful countryside. But what can be pros and cons for a company: from top to bottom. Starting with top management, it may find the use of …
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  • Pros and cons of networking in organisations: where is the balance?

    Pros and cons of networking in organisations: where is the balance?

    Everyone talks about networking; you get invitations galore to be on some new website, then spend more time juggling from one to the other than really getting interested in what comes through, whether these are professional or personal driven. Has the world gone topsy-turvy with all this rigmarole? No, will tell you those that keep their eyes stuck to their I-Phone, Blackberry or equivalent; yes, will answer those who relish on glorious sights in beautiful countryside. But what can be pros and cons for a company: from top to bottom. Starting with top management, it may find the use of …
    Lire la suite »
  • Will there be reporters in 10 years? Yes… but

    Will there be reporters in 10 years? Yes… but

    Reporters are a good case study of what happens in the world of work with the advent of digitalization. Their situation today is not brilliant at all, many of them have lost their job in cost cutting programs, but there is hope. The profession will just never be again what it was. The job mutation of reporters will depend largely on how the press is managing its transition. Until now, the answers have been desperately poor but there are signs that this is going to change and that traditional press will be alive again. The problem for reporters is that …
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  • Will there be reporters in 10 years? Yes… but

    Will there be reporters in 10 years? Yes… but

    Reporters are a good case study of what happens in the world of work with the advent of digitalization. Their situation today is not brilliant at all, many of them have lost their job in cost cutting programs, but there is hope. The profession will just never be again what it was. The job mutation of reporters will depend largely on how the press is managing its transition. Until now, the answers have been desperately poor but there are signs that this is going to change and that traditional press will be alive again. The problem for reporters is that …
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  • Travailler autrement, vivre autrement

    Travailler autrement, vivre autrement

    L’Association HEC organise sur ce thème un Forum-Carrières exceptionnel organisé en partenariat avec APPLE. l’Institut Boostzone y participe puisque trois de ses membres y interviennent. Une table ronde accessible à tous sur Internet abordera notamment les points suivants * Quelles sont les nouvelles attentes des salariés par rapport à leur entreprise ? * Nouveaux comportements professionnels liés aux nouvelles technologies : faut-il toujours rester connecté ? * Quels sont les nouveaux rapports hiérarchiques ? * Comment préserver l’équilibre vie professionnelle / vie privée ? * Réseau professionnel et réseau social : où est la frontière ? * Comment les nouveaux …
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  • E2.0: Everybody can talk about it, only a few can make it happen.

    E2.0: Everybody can talk about it, only a few can make it happen.

    One thing that strikes me today is the analogy between what is happening on a global scale between Google and China and what takes place daily on a minor scale in our companies between social media activists and central IT departments. On the one side, the people who advocate some form of freedom of speech to transfer valuable knowledge and view the company as a beehive, and on the other, the people who believe they have to control the way people actually work and view the corporate world as a machine to be automated with ERPs. Google decided to move …
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  • E2.0: Everybody can talk about it, only a few can make it happen.

    E2.0: Everybody can talk about it, only a few can make it happen.

    One thing that strikes me today is the analogy between what is happening on a global scale between Google and China and what takes place daily on a minor scale in our companies between social media activists and central IT departments. On the one side, the people who advocate some form of freedom of speech to transfer valuable knowledge and view the company as a beehive, and on the other, the people who believe they have to control the way people actually work and view the corporate world as a machine to be automated with ERPs. Google decided to move …
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  • Trainings for intra company collaboration: two programs from the Boostzone Institute

    Trainings for intra company collaboration: two programs from the Boostzone Institute

    Can people be trained for collaboration inside the company? We had many times requests for training. We thought that yes, people can be trained, but we did not want to come up with any traditional training program. So, we spent several months working on the potential teaching engineering and we came up with two programs
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  • Social networks do offer the best networking possible; but, where is the catch?

    Social networks do offer the best networking possible; but, where is the catch?

    Networking is the one key to the knowledge economy.  If it all started with the web 1.0 of information posting, the web 2.0 of interconnections has leveraged the sharing opportunities to no limit, just a question of organizing your work so that you do not get overwhelmed.  On top of that, it has broken barriers to entry into socializing, as the founder of FaceBook shows so clearly himself; it gives opportunity to enter circles that you would never have dreamed you could break in, and for all people, socialites as well as social reclusive kinds, to organize easily your networking.  …
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  • Social networks do offer the best networking possible; but, where is the catch?

    Social networks do offer the best networking possible; but, where is the catch?

    Networking is the one key to the knowledge economy.  If it all started with the web 1.0 of information posting, the web 2.0 of interconnections has leveraged the sharing opportunities to no limit, just a question of organizing your work so that you do not get overwhelmed.  On top of that, it has broken barriers to entry into socializing, as the founder of FaceBook shows so clearly himself; it gives opportunity to enter circles that you would never have dreamed you could break in, and for all people, socialites as well as social reclusive kinds, to organize easily your networking.  …
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  • Manpower Inc.’s CEO in Davos on why Social Networks are important for CEOs

    Manpower Inc.’s CEO in Davos on why Social Networks are important for CEOs

    Manpower Inc. ‘s CEO Jeff Joerres presented at Davos a paper on why social networks are important for CEOs of large companies for their management. In itself this paper does not bring a lot of news to the members of the Boostzone Institute but its significance is somewhere else. Thanks to this announcement it is not anymore only a privilege for the CEOs of large IT companies like Cisco or IBM to talk about social networks (and to foster their own business), it has become a real concern for all CEOs and Jeff Joerres demonstrates it here. Press release DAVOS, …
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  • Manpower Inc.’s CEO in Davos on why Social Networks are important for CEOs

    Manpower Inc.’s CEO in Davos on why Social Networks are important for CEOs

    Manpower Inc. ‘s CEO Jeff Joerres presented at Davos a paper on why social networks are important for CEOs of large companies for their management. In itself this paper does not bring a lot of news to the members of the Boostzone Institute but its significance is somewhere else. Thanks to this announcement it is not anymore only a privilege for the CEOs of large IT companies like Cisco or IBM to talk about social networks (and to foster their own business), it has become a real concern for all CEOs and Jeff Joerres demonstrates it here. Press release DAVOS, …
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  • The XXIst Century is becoming a teenager, are we too?

    The XXIst Century is becoming a teenager, are we too?

    The name of the coming decade, between now and 2020, has not yet appeared on the screens of the « namemakers » and it may take a few years before it does. However, one thing is certain, whatever else happens in this decade, and the best or the worst could (the last teenage decade, 1910-1920 was one of the worst in human history), this decade will be a major milestone in the way humanity gets connected. I would suggest to call this decade « Birth Of The Total Connect ». Individuals will connect to individuals without knowing them and with very little introduction ceremony; …
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  • The XXIst Century is becoming a teenager, are we too?

    The XXIst Century is becoming a teenager, are we too?

    The name of the coming decade, between now and 2020, has not yet appeared on the screens of the « namemakers » and it may take a few years before it does. However, one thing is certain, whatever else happens in this decade, and the best or the worst could (the last teenage decade, 1910-1920 was one of the worst in human history), this decade will be a major milestone in the way humanity gets connected. I would suggest to call this decade « Birth Of The Total Connect ». Individuals will connect to individuals without knowing them and with very little introduction ceremony; …
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  • de l’huile dans les rouages de la collaboration

    de l’huile dans les rouages de la collaboration

    La collaboration en entreprise n’est ni naturelle, ni habituellement amusante, ni spontanée. Comment utiliser l’art et le “fun” pour la dynamiser? Au cours d’un atelier de travail nous avons étudié les méthodes employées chez Danone ainsi que les techniques de créativité -inspirées du monde artistique- du cabinet Innovia. Vous trouverez dans ce film un aperçu de la networking attitude avec la mise en place de market places de bonnes pratiques qui « sérieuses dans le fond et enjouées dans la forme » mettent à jour de véritables filons de compétences à l’intérieur de la société.  Parfaitement complémentaire, la démarche des expéditions « mind …
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  • Managerialism, an old battle with many similarities with Network Centric Management today

    Managerialism, an old battle with many similarities with Network Centric Management today

    You should read this article « Managerialism and the demise of the Big Three » by Robert R Locke [Emeritus, University of Hawaii, USA and a specialist of the history of management sciences]. It was published in December 2009 in the real-world economics review, issue no. 51. This article is relatively long and difficult to read. Too bad if you only read one screen page articles, you will miss it. Now; if you are interested in the history of management and in what kind of lessons history tells us today, it is a jewel. Robert Locke has been writing extensively on management …
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  • Managerialism, an old battle with many similarities with Network Centric Management today

    Managerialism, an old battle with many similarities with Network Centric Management today

    You should read this article « Managerialism and the demise of the Big Three » by Robert R Locke [Emeritus, University of Hawaii, USA and a specialist of the history of management sciences]. It was published in December 2009 in the real-world economics review, issue no. 51. This article is relatively long and difficult to read. Too bad if you only read one screen page articles, you will miss it. Now; if you are interested in the history of management and in what kind of lessons history tells us today, it is a jewel. Robert Locke has been writing extensively on management …
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  • Crises and Innovation: intuition, imagination and networking

    Crises and Innovation: intuition, imagination and networking

    Terrible to say but a crisis has a positive side to it; you must have heard about the Chinese word for crisis: written with two separate kanji that mean risk and opportunity.  Thus, the crisis is here to tell us that we need to take risks and opportunities shall arise as a result!   From stalling to moving ahead: our economic environment is rethinking its paradigm… surprisingly human-centred, the companies are rethinking their strategy… through network-centric management, we are all rethinking our social ties… through family and neighbourhood solidarity. None can deny that we have moved forward in a big …
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  • Crises and Innovation: intuition, imagination and networking

    Crises and Innovation: intuition, imagination and networking

    Let intuition guide you, let imagination feed you, let networking kindle you: that is innovation in and of itself; if you give yourself, and your network, credit for progress, we will altogether go far ahead in our new paradigm. Happy New Year to all and let's innovate together in 2010.
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  • « Power to the edge » in the media too!

    « Power to the edge » in the media too!

    An old habit I kept from my Boston years is to listen to OnPoint Radio, which I enjoy very much. There is nothing comparable in France with such high level debates on the key topics of the moment. The broadcast of November 19. , « Google vs. Murdoch », is a great moment and definitely worth listening. Guests were: Jeff Jarvis, associate professor and director of the Interactive Program at the City University of New York School of Journalism Michael Wolff, contributing editor at Vanity Fair and founder of the news aggregator Newser.com Steven Brill, media entrepreneur, founder of CourtTV, American Lawyer …
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  • « Power to the edge » in the media too!

    « Power to the edge » in the media too!

    An old habit I kept from my Boston years is to listen to OnPoint Radio, which I enjoy very much. There is nothing comparable in France with such high level debates on the key topics of the moment. The broadcast of November 19. , « Google vs. Murdoch », is a great moment and definitely worth listening. Guests were: Jeff Jarvis, associate professor and director of the Interactive Program at the City University of New York School of Journalism Michael Wolff, contributing editor at Vanity Fair and founder of the news aggregator Newser.com Steven Brill, media entrepreneur, founder of CourtTV, American Lawyer …
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  • Communication… so much of it!

    Communication… so much of it!

    How many times did you feel frustrated with a simple text message when you wished you had had lengthy news? The times of the long letter, handwritten with care, sent with that special feeling (pleasure or chore, as the case may be) are long gone. Now, we get this sense of accomplishment when we have sent that simple « Happy New Year » to our whole contact list on our cell phone! Have you thought about the recipient? Not even, I guess, because, if he or she is part of a huge group, they are no « one in particular »… But, are these …
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  • From Augmented Reality to Augmented Business

    From Augmented Reality to Augmented Business

    Another buzz word enters the arena. Two letters: AR, short for Augmented Reality (wikipedia definition). This concept has long been prophesied by the writers of the cyberpunk genre. However, with the advent of the always-on smart-phones outfitted with a GPS sensor, a magnetometer (a.k.a. digital compass) and live camera view finder, augmented reality is entering our reality real fast… A flurry of workable applications have appeared in the last view months. One of the first notable application Wikitude appeared on Android devices in the Fall 2008. What made this development possible was a combination of hardware and software features, officially …
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  • Listening

    Listening

    There are several paradoxes in the current overload of information showering on us everyday, from twitter to RSS to mail to alerts on discussions we are part of, to news, etc. – The first paradox is that we feel overwhelmed while for most of it, this information overload’s main culprit is us because we are at the origin of the subscriptions. – The second is that in a world of information most “senders” have not yet understood the minimum etiquette that consists in not communicating if one has nothing to communicate (my grand mother told me to turn my tongue …
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  • Listening

    Listening

    There are several paradoxes in the current overload of information showering on us everyday, from twitter to RSS to mail to alerts on discussions we are part of, to news, etc. – The first paradox is that we feel overwhelmed while for most of it, this information overload’s main culprit is us because we are at the origin of the subscriptions. – The second is that in a world of information most “senders” have not yet understood the minimum etiquette that consists in not communicating if one has nothing to communicate (my grand mother told me to turn my tongue …
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  • Réseau et organisation: n’oubliez jamais la valeur du contact en face-à-face

    Réseau et organisation: n’oubliez jamais la valeur du contact en face-à-face

    Alors que l'on vit de plus en plus un monde virtuel où l'échange principal se fait par informatique, il ne faut pas s'étonner du fait que les plus jeunes aient besoin de partager des photos, une belle indication du besoin de sentir ce contact anihilé par la distance informatique. S'il ne faut pas nier le progrès de l'information partagée et la facilité du contact virtuel, on ne remplacera jamais le face-à-face.
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  • Rypple : le 360° feed-back pour tous

    Rypple : le 360° feed-back pour tous

    Vous connaissez le 360° feed-back ? Il s’agit d’un processus d’évaluation des compétences piloté par l’entreprise à partir d’un référentiel de compétences défini par l’entreprise.  Cela peut servir pour détecter les hauts-potentiels ou pour évaluer les résultats sur le mode entretien annuel d’évaluation. Rypple est un service proposant un système de feed-back auto-géré. Voici quelques textes extraits de leur site pour comprendre le système : De quoi s’agit-il ? « Rypple is built on the belief that feedback leads to success. Some of  the best habits of successful people are built into Rypple. What are they? Frequent requests for honest, direct …
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  • Sponsored Top Level Domains, branding and communities

    Sponsored Top Level Domains, branding and communities

      sTDL, i.e. those extensions after the “dot”, that are sponsored e.g. by a brand like .ibm or .love or .hate, or .brand, etc. will soon be available. The implications for branding are quite interesting. A “brand” will much less need to register in multiple countries or with multiple extensions to be “protected”.The .brand will be useable for all its activities in a fully controlled way. In other words a brand can decide to have only .brand as its root extension. For examples the countries could then be www.france.brand or www.us.brand etc. Furthermore multiple groups and communities will be easily …
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  • Sponsored Top Level Domains, branding and communities

    Sponsored Top Level Domains, branding and communities

      sTDL, i.e. those extensions after the “dot”, that are sponsored e.g. by a brand like .ibm or .love or .hate, or .brand, etc. will soon be available. The implications for branding are quite interesting. A “brand” will much less need to register in multiple countries or with multiple extensions to be “protected”.The .brand will be useable for all its activities in a fully controlled way. In other words a brand can decide to have only .brand as its root extension. For examples the countries could then be www.france.brand or www.us.brand etc. Furthermore multiple groups and communities will be easily …
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  • Tools and Usages, the Innovation Conundrum

    Tools and Usages, the Innovation Conundrum

      As I mentioned in an earlier blog on the Future Features of Social Media, there is a lot of difficulties for community tools designers to “invent” new usages (although they can invent new features) and there is a lot of difficulties for the users to find out which usages they will need tomorrow. This conundrum is particularly true with social media within corporations. It is harder for a corporation to put itself on a wait and see basis, to see how employees will use a tool, than for the Internet community at large (where the evolutions of, say, a …
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  • Tools and Usages, the Innovation Conundrum

    Tools and Usages, the Innovation Conundrum

      As I mentioned in an earlier blog on the Future Features of Social Media, there is a lot of difficulties for community tools designers to “invent” new usages (although they can invent new features) and there is a lot of difficulties for the users to find out which usages they will need tomorrow. This conundrum is particularly true with social media within corporations. It is harder for a corporation to put itself on a wait and see basis, to see how employees will use a tool, than for the Internet community at large (where the evolutions of, say, a …
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  • Future features of Corporate Social Media. What’s next?

    Future features of Corporate Social Media. What’s next?

      Technology has progressed so much that it has lost its power towards the users. Today users of Social Media and collaborative tools don’t have to follow the “rule” of a given technology. They can more and more decide what features they want and how they want them to work. This was already valid when mobile phone users decided that SMS was a key feature (telecom companies had not planned for SMS to be an important communication tool!). It is valid today when users of Twitters decide that retweeting is a major usage, etc. But there is more than these …
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  • Future features of Corporate Social Media. What’s next?

    Future features of Corporate Social Media. What’s next?

    Technology has progressed so much that it has lost its power towards the users. Today users of Social Media and collaborative tools don’t have to follow the “rule” of a given technology. They can more and more decide what features they want and how they want them to work. This was already valid when mobile phone users decided that SMS was a key feature (telecom companies had not planned for SMS to be an important communication tool!). It is valid today when users of Twitters decide that retweeting is a major usage, etc. But there is more than these ways …
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  • Sharing good practices as a social networking practice

    Sharing good practices as a social networking practice

    Through Jean-Paul Taravella (Thanks !), my colleague at AREVA, I had the privilege to meet Lamis Zolhof of SNCF today. Lamis, an architect by training, has implemented one of the very few successful intranet applications I have seen so far to share best practices. Many companies present similar concepts at conventions and trade shows, usually along with the software company who developed the application, but actually very few go beyond a vague proof of concept. The platform, nick named ISIBOL (don’t ask why – only SNCF insiders can understand) is actually used!  Several new good practices have been posted each …
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  • Sharing good practices as a social networking practice

    Sharing good practices as a social networking practice

    Through Jean-Paul Taravella (Thanks !), my colleague at AREVA, I had the privilege to meet Lamis Zolhof of SNCF today. Lamis, an architect by training, has implemented one of the very few successful intranet applications I have seen so far to share best practices. Many companies present similar concepts at conventions and trade shows, usually along with the software company who developed the application, but actually very few go beyond a vague proof of concept. The platform, nick named ISIBOL (don’t ask why – only SNCF insiders can understand) is actually used!  Several new good practices have been posted each …
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  • A note to CEOs: WHY switching your organization toward interactive management? HOW?

    A note to CEOs: WHY switching your organization toward interactive management? HOW?

      WHY? Three objectives. Let’s take some distance with the Enterprise 2.0 concept and fashion and wonder what are the real reasons why a corporation should switch to an interactive management with all its cohort of implied pain and complexity (since this is a change issue and not a fun issue). It is not only because collaborative/ interactive management is on its way to become a sort of new normal for management, due in particular to the social evolution towards more connections and social networks. More deeply, the so what is simpler than that and more profound: the collaborative mode …
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  • Note aux PDG : Pourquoi faire passer votre organisation au management interactif? Comment ?

    Note aux PDG : Pourquoi faire passer votre organisation au management interactif? Comment ?

    Let’s take some distance with the Enterprise 2.0 concept and fashion and wonder what are the real reasons why a corporation should switch to an interactive management with all its cohort of implied pain and complexity (since this is a change issue and not a fun issue). It is not only because collaborative/ interactive management is on its way to become a sort of new normal for management, due in particular to the social evolution towards more connections and social networks. More deeply, the so what is simpler than that and more profound: the collaborative mode is an essential way …
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  • Finding purpose in this new world

    Finding purpose in this new world

    « PURPOSE » |ˈpərpəs| noun the reason for which something is done or created or for which something exists Purpose, a key word in any human endeavor.  What are we doing here? For which purpose? This question is fundamental, not only from a philosophical or religious point of view, but very pragmatically from an economic and social, and therefore managerial, perspective. The dedication to work, to an association, to one’s family etc. have huge implications on everyone’s performance, on the overall economic performance, and as well on the overall well being within the society. The new environment (a simplistic way to define …
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  • Finding purpose in this new world

    Finding purpose in this new world

    « PURPOSE » |ˈpərpəs| noun the reason for which something is done or created or for which something exists Purpose, a key word in any human endeavor.  What are we doing here? For which purpose? This question is fundamental, not only from a philosophical or religious point of view, but very pragmatically from an economic and social, and therefore managerial, perspective. The dedication to work, to an association, to one’s family etc. have huge implications on everyone’s performance, on the overall economic performance, and as well on the overall well being within the society. The new environment (a simplistic way to define …
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  • LANCEMENT DU SEMINAIRE BOOSTZONE

    LANCEMENT DU SEMINAIRE BOOSTZONE

      L’idée: La société va profondément changer avec l’apparition des média sociaux, dont les réseaux sociaux ne sont que l’une des manifestations. La transparence des profils, des emplois, va s’accroître. L’organisation sera plus perméable et plus transversale. Les processus de décision, d’évaluation, de rémunération, de collaboration, d’innovation, etc. ne seront plus demain ce qu’ils furent hier. Certes, mais ces éléments assez généraux sont mal connus, les conséquences pratiques notamment sur la gestion du capital humain sont floues. Que sera le travail en entreprise demain? Le séminaire, en  travaillant sur des sous sujets de cet ensemble, a pour objectif de repérer …
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  • Maximiser l’impact stratégique des réseaux professionnels

    Maximiser l’impact stratégique des réseaux professionnels

    Compte Rendu rapide de l’atelier i-expo du 18 juin 2009 sur « Maximiser l’impact stratégique des réseaux professionnels », animé par l’Institut Boostzone et avec comme invités Pascal Morand, DG du groupe ESCP Europe, Christophe Labarde, DG Association des anciens HEC, Jean Joseph Boillot, économiste et fondateur de l‘EIBG (Euro India Business Group), Philippe Boyer, PDG de Réseau Idéal.   L’atelier s’est centré sur son thème dont chacun des mots est important comme il a été rappelé en introduction. L’ IMPACT parce que les réseaux vont changer la stratégie et le management ; STRATEGIQUE car la stratégie est la science de l’allocation des …
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  • On Shirky’s last book

    On Shirky’s last book

    A few snippets of Clay Shirky’s last book, « Here Comes Everybody ». and which relate to Enterprise 2.0: When we change the way we communicate, we change society. [The value of hierarchies] is obvious- it vastly simplifies communication among the employees. (…) If you have ever wondered why so much of what workers in large organizations know has been shielded from the CEO and vice-versa, wonder no longer: the idea of limiting communications, so that they flow only from one layer of the hierarchy to the next, was part of the very design of the system at the dawn of managerial …
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  • On Shirky’s last book

    On Shirky’s last book

    A few snippets of Clay Shirky’s last book, « Here Comes Everybody ». and which relate to Enterprise 2.0: When we change the way we communicate, we change society. [The value of hierarchies] is obvious- it vastly simplifies communication among the employees. (…) If you have ever wondered why so much of what workers in large organizations know has been shielded from the CEO and vice-versa, wonder no longer: the idea of limiting communications, so that they flow only from one layer of the hierarchy to the next, was part of the very design of the system at the dawn of managerial …
    Lire la suite »
  • Follow @boostzone on Twitter!

    Follow @boostzone on Twitter!

  • Follow @boostzone on Twitter!

    Follow @boostzone on Twitter!

  • A Visual Guide to Twitter

    A Visual Guide to Twitter

    This little mindmap found on applicant through Twine summarizes all the various usages of Twitter in a business setting. Full size image here. Five facets are proposed: Customer service: Twitter as a messaging service Networking: Building personal relations through conversations Management: Announcing, reminding, tracking positive and negative experiences, brainstorming… Traffic: Pulling traffic and sending traffic to specific content on other platforms Information: Staying current on breaking news (intelligence), sharing ideas… In my experience, intelligence gathering comes first, but I am not a heavy user of Twitter…  
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  • A Visual Guide to Twitter

    A Visual Guide to Twitter

    This little mindmap found on applicant through Twine summarizes all the various usages of Twitter in a business setting. Full size image here. Five facets are proposed: Customer service: Twitter as a messaging service Networking: Building personal relations through conversations Management: Announcing, reminding, tracking positive and negative experiences, brainstorming… Traffic: Pulling traffic and sending traffic to specific content on other platforms Information: Staying current on breaking news (intelligence), sharing ideas… In my experience, intelligence gathering comes first, but I am not a heavy user of Twitter…  
    Lire la suite »
  • The business impacts of social networking: eventually ubiquitous?

    The business impacts of social networking: eventually ubiquitous?

    INTRODUCTION I am pleased to introduce within this blog a contribution by Cecile Demailly, a member of the  Boostzone Institute, on several documents she produced after having been working on social network implémentation with a large client of her. Have a good read ! Dominique Turcq Web 2.0 is often viewed as a technology revolution (open source, interoperability, SaaS and other SOAs), or possibly an economic revolution (new business models, globalization, empowered customers), but less often a social revolution (networks, shared values, diversity, intergenerational gaps and dialog, etc). We can discuss endlessly to figure out if the technology created the move, …
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  • The business impacts of social networking: eventually ubiquitous?

    The business impacts of social networking: eventually ubiquitous?

    INTRODUCTION I am pleased to introduce within this blog a contribution by Cecile Demailly, a member of the  Boostzone Institute, on several documents she produced after having been working on social network implémentation with a large client of her. Have a good read ! Dominique Turcq Web 2.0 is often viewed as a technology revolution (open source, interoperability, SaaS and other SOAs), or possibly an economic revolution (new business models, globalization, empowered customers), but less often a social revolution (networks, shared values, diversity, intergenerational gaps and dialog, etc). We can discuss endlessly to figure out if the technology created the move, …
    Lire la suite »
  • Will There Be A Collaborative Management Crisis?

    Will There Be A Collaborative Management Crisis?

    Will there be a Collaborative Management Crisis? The financial crisis had been predicted by several experts but nearly nobody wanted to see it. The economic growth and the financial bubble looked so good to have and the financial system looked so stable (with its outrageous health and the huge bonuses of bankers) that it seemed on the contrary to a crisis that a new Graal had been found. Today the debt crisis that will fall upon us with its rain of implied taxes and bad news for the free enterprise is obvious to see, but nearly nobody wants to see …
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  • Will There Be A Collaborative Management Crisis?

    Will There Be A Collaborative Management Crisis?

    Will there be a Collaborative Management Crisis? The financial crisis had been predicted by several experts but nearly nobody wanted to see it. The economic growth and the financial bubble looked so good to have and the financial system looked so stable (with its outrageous health and the huge bonuses of bankers) that it seemed on the contrary to a crisis that a new Graal had been found. Today the debt crisis that will fall upon us with its rain of implied taxes and bad news for the free enterprise is obvious to see, but nearly nobody wants to see …
    Lire la suite »
  • Boostzone.fr for/pour iPhone

    Boostzone.fr for/pour iPhone

    We are happy to announce that the boostzone.fr site & associated blog are now optimized for viewing on the iPhone mobile browser. Just enter the http://www.boostzone.fr.fr URL in Safari, and enjoy the content on the go! Don’t forget to bookmark and save it as a preferred springboard item!   Nous sommes heureux de vous annoncer que le site Boostzone.fr ainsi que son blog associé sont maintenant optimisés pour une navigation avec le navigateur mobile de l’iPhone. Il suffit d’entrer l’URL http://www.boostzone.fr.fr dans Safari, puis de consommer notre contenu sans modération. N’oubliez pas d’ajouter cet URL dans vos « bookmarks » favorites, voire …
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  • If collaboration is bad for you, make it better

    If collaboration is bad for you, make it better

    An interesting article by Morten T. Hansen underlines the need to carefully analyse whether to launch a collaboration project or not. While he underlines important aspects of successful collaboration, in my opinion, he does not delve long enough in how to build the perfect conditions for successful collaboration within an organization. And what collaboration, exactly ? I am always pleased to see people taking the time to think about how to make collaboration successful and stressing how difficult this can be. The whole E2.0 movement sometimes seems to forget that collaboration in corporations did not start with the arrival of …
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  • If collaboration is bad for you, make it better

    If collaboration is bad for you, make it better

    An interesting article by Morten T. Hansen underlines the need to carefully analyse whether to launch a collaboration project or not. While he underlines important aspects of successful collaboration, in my opinion, he does not delve long enough in how to build the perfect conditions for successful collaboration within an organization. And what collaboration, exactly ? I am always pleased to see people taking the time to think about how to make collaboration successful and stressing how difficult this can be. The whole E2.0 movement sometimes seems to forget that collaboration in corporations did not start with the arrival of …
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  • Boostzone.fr for/pour iPhone

    Boostzone.fr for/pour iPhone

    We are happy to announce that the boostzone.fr site & associated blog are now optimized for viewing on the iPhone mobile browser. Just enter the http://www.boostzone.fr.fr URL in Safari, and enjoy the content on the go! Don’t forget to bookmark and save it as a preferred springboard item!   Nous sommes heureux de vous annoncer que le site Boostzone.fr ainsi que son blog associé sont maintenant optimisés pour une navigation avec le navigateur mobile de l’iPhone. Il suffit d’entrer l’URL http://www.boostzone.fr.fr dans Safari, puis de consommer notre contenu sans modération. N’oubliez pas d’ajouter cet URL dans vos « bookmarks » favorites, voire …
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  • The Deep Brain and the Quick Brain

    The Deep Brain and the Quick Brain

    Foundations for social network strategy in a connected world I have spent the past two years leading internal collaboration-based change management programs. Slowly, the conversations are developing, pushing us to the next issue: how to leverage the internal conversations to find a right voice for the corporation in the social web ? This is not an easy question, and it does not solely revolve around marketing or PR, because, beyond general conversations (that are not always very well considered), what is just begining to happen within the companies I help is new capability development. And I still do not see …
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  • The Deep Brain and the Quick Brain

    The Deep Brain and the Quick Brain

    Foundations for social network strategy in a connected world I have spent the past two years leading internal collaboration-based change management programs. Slowly, the conversations are developing, pushing us to the next issue: how to leverage the internal conversations to find a right voice for the corporation in the social web ? This is not an easy question, and it does not solely revolve around marketing or PR, because, beyond general conversations (that are not always very well considered), what is just begining to happen within the companies I help is new capability development. And I still do not see …
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  • Les Crises et les Mondes du travail

    Les Crises et les Mondes du travail

    Eléments principaux d’une conférence donnée le 10 février 2009 au Cercle de la prospective RH. Oublions pour un moment notre franco centrisme et constatons deux choses 1    Le monde du travail n’est pas plat Le concept de Monde du travail est diffèrent selon les pays, prenons garde à ne pas voir le monde avec notre vue étroite française ou OCDEienne. Les mondes du travail pour un travailleur indien chinois australien japonais français argentin, américain  n’ont rien à voir. Les enjeux sont différents, les moyens sont différents. Même si tous utilisent désormais les mêmes téléphones portables, Internet, des réseaux sociaux similaires, …
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  • Groups are conservative

    Groups are conservative

    Through @timoreilly on twitter – I think – I discovered this presentation by Clay Shirky on his latest book « Here Comes Everybody ». Clay makes the same point as in my book, namely that people gather on the web to share, then to enter conversation, then to collaborate, and finally and hopefully coordinated action. But what he says and is new to me – had I known that before, I would have been more cautious – is that groups are natively conservative, which explains why we have such a hard time introducting 21st century collaboration in companies. A video worth looking …
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  • Groups are conservative

    Groups are conservative

    Through @timoreilly on twitter – I think – I discovered this presentation by Clay Shirky on his latest book « Here Comes Everybody ». Clay makes the same point as in my book, namely that people gather on the web to share, then to enter conversation, then to collaborate, and finally and hopefully coordinated action. But what he says and is new to me – had I known that before, I would have been more cautious – is that groups are natively conservative, which explains why we have such a hard time introducting 21st century collaboration in companies. A video worth looking …
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  • L’univers est en expansion… et crée une fracture numérique

    L’univers est en expansion… et crée une fracture numérique

    Il y a deux ans, en rentrant de la réunion d’un club auquel j’appartiens en Californie et qui regroupe en particulier des entrepreneurs et des investisseurs de la Silicon Valley, je m’étonnais d’à quel point les conversations que j’y avais entendues me faisaient penser à la théorie de l’expansion de l’univers. L’univers est en expansion, les galaxies sont de plus en plus éloignées du centre, et la fracture entre le centre et les extrémités de l’univers augmente. Il en était de même entre les conversations au sein de ce groupe et la majorité des entreprises même américaines. On parlait la …
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  • Google et l’Institut

    Google et l’Institut

    Je suis un utilisateur de toute un ensemble d’applications google, dont Gmail, depuis des années, et j’ai bien vu passer la panne … Pas plus inquiet que cela d’ailleurs, j’ai bien vu twitter se focaliser autour de la conversation, mais j’avais trop de choses à faire pour y prendre part, dommage … Sur mon téléphone, d’ailleurs, tout allait bien Ensuite, ce soir, je vois une conversation (encore une) sur Google prendre corps. Je me suis souvent demandé si le débat Google / pas Google dans l’institut ne trainait pas une peu en longueur alors que c’est en profondeur qu’il nous …
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  • Réussir sa carrière grâce au personal branding – Olivier Zara

    Réussir sa carrière grâce au personal branding – Olivier Zara

    Olivier Zara sort aujourd’hui son nouveau livre, « Réussir sa carrière grâce au Personal Branding ». Olivier réussit dans son ouvrage à faire la synthèse parfaite entre le marketing individuel et l’identité numérique. Car ce qu’internet apporte en terme de visibilité personnelle, surtout depuis l’explosion du web 2.0, nous oblige les uns et les autres à entrer dans le management de notre identité numérique, qu’on le veuille ou non, tôt ou tard. Or cette identité numérique ne peut nous être utile que si elle est maitrisée, gérée, travaillée. Car elle se transforme inéluctablement en réputation numérique, réputation qu’il est bien plus difficile …
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  • Whose Cloud Is It Anyway? (Techcrunch round table)

    Whose Cloud Is It Anyway? (Techcrunch round table)

    Very good round table organised by Techcrunch about cloud computing and new trends, with VIP people. They are speaking about what we know is the future. This is very interesting because they are among those who have built this future and it is really a chance to understand their arguments. They give a full and clear description about every aspect of this new world of SaaS and Cloud Computing, how this will impact our industry and our companies. They speak also about the new user experience of the web 2.0 online services for personal and business use. With: Marc Benioff, …
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  • La panne de Google, la plus grande panne de productivité de l’histoire de l’humanité

    La panne de Google, la plus grande panne de productivité de l’histoire de l’humanité

    Mon analyse de la panne de Google est très différente de celle de Miguel, car économique et stratégique, d’abord sur l’ampleur de la panne, ensuite sur les leçons à en tirer. Sur l’ampleur de la panne : La plus grande panne d”életricité nord américaine a couté au maximum 24,8 millions d’heures de travail en 2006.  Voir les analyses économiques sur (http://www.securitepublique.gc.ca/prg/em/ccirc/2006/ia06-002-fra.aspx). La plus grande panne d’électricité en Europe a duré une heure et a touché 10 millions d’européens en 2006, soient 10 millions d’heures de travail potentielles touchées. Si un grand compte de disons 20000 personnes connaît une panne similaire …
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  • Quelques réflexions autour de la panne de service de Gmail le 24 février

    Quelques réflexions autour de la panne de service de Gmail le 24 février

    Comme des millions d’utilisateurs dans le monde entier, j’ai subi en direct la panne de Google concernant GMail, resté indisponible le 24 février pendant 2h et quelques minutes (pour moi, la durée réelle a été fonction des zones géographiques). Cette panne a concerné aussi bien les boites aux lettres grands public, que les boites aux lettres Google Apps gratuites ET premium. La panne était générale. En fait c’était l’interface web de Gmail qui était en panne, car le service fonctionnait parfaitement sur l’iPhone (connexion IMAP) et il suffisait donc d’activer une connexion IMAP sur un lecteur de mail sur son …
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  • From the American Dream to the OECD nightmare?

    From the American Dream to the OECD nightmare?

    What implications for the World of Work? Can tomorrow’s organization of work be constructed to avoid the worst consequences of the « nightmare »? The American Dream is relatively easy to define with two propositions: -1 One will be better off later because he has all the opportunities to grow and develop and become richer via his hard work; -2 A kid will be better off than one’s parent because the economy will grow and one will benefit from the assets accumulated by the earlier generations. Well, but what if the mountain of public and private debts is what one generation leaves …
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  • Social media and governance

    Social media and governance

    I have been reading several posts lately that adress the issue of governance of social media governance within corporations. Opinions range from designing guidelines to defining and deploying policies. To my mind, both are right and wrong, as governance is first dependant on a company’s culture and organization. To be on the practical side, this is what I do when adressing social media and governance: Linking with the existing governance structure of the corporation, rules, practices, culture and the new social culture (internal and external), Not setting a document (a charter, for instance) but developing a «charter community» to manage …
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  • Social media and governance

    Social media and governance

    I have been reading several posts lately that adress the issue of governance of social media governance within corporations. Opinions range from designing guidelines to defining and deploying policies. To my mind, both are right and wrong, as governance is first dependant on a company’s culture and organization. To be on the practical side, this is what I do when adressing social media and governance: Linking with the existing governance structure of the corporation, rules, practices, culture and the new social culture (internal and external), Not setting a document (a charter, for instance) but developing a «charter community» to manage …
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  • Twitter, office noise and the water cooler

    Twitter, office noise and the water cooler

    The post of Luis Alberola,    « My connected life changed with Twitter http://www.boostzone.fr/my-connected-life-changed-with-twitter/ » was interesting to me for an other reason than its very content. My personal work habits made me miss an important point. I work best on complex stuff when the office is empty… i.e. when there is no noise, no possible distraction, nobody at the watercooler. I love offices over the week end or at night when I am the only one there. I love my home office at night when the whole house is asleep. I was never able to work in an open space office. …
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  • Vidéo de la table-ronde Entreprise 2.0 et Transformation de l’organisation

    Vidéo de la table-ronde Entreprise 2.0 et Transformation de l’organisation

    Nous avons le plaisir de mettre en ligne la vidéo de la table-ronde du 11 décembre 2008 dédiée à l’Entreprise 2.0 et la transformation des organisations. Nous avons en fait réalisé deux vidéos, l’une qui est le résumé de la session en enchainant diverses interventions, l’autre qui est la table-ronde in extenso. Comme vous le remarquerez, il est possible de tagger et commenter directement dans la vidéo en cours de visionnage, donc n’hésitez pas 🙂 Version courte Version complète
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  • My connected life changed with Twitter

    My connected life changed with Twitter

    I am just about to start working on a presentation I will be giving at Netexplorateur next Thursday and as I sit and gather some papers, some thoughts and some coffee, I look at Firefox opening … Gmail, Google Calendar, Linkedin, Facebook, Friendfeed open slowly and I also launch Twhirl. I can tell you I am rather tired at this time of the evening and feeling rather slow intellectually. Then I notice an RT (retweet) from Bertrand Duperrin, speaking about how Michael Arrington was spat on the face earlier today. I read his post, which impacts me strongly. And I …
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  • Web2.0 and profits ?

    Web2.0 and profits ?

    I was just pointed out this article by the Web 2.0 LinkedIn Community. It basically says that social media ventures will make no money, and be bought by other new start-ups which are trying to increase the utility of the web (location based servides and payment systems), that they dub web 3.0 The comparison with the glorious era of railways development has often been made, and yet it is useful to say it again: social media is basically a new kind of infrastructure that shortens distances and time between people (just as the railways did). In the end, there will …
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  • Web2.0 and profits ?

    Web2.0 and profits ?

    I was just pointed out this article by the Web 2.0 LinkedIn Community. It basically says that social media ventures will make no money, and be bought by other new start-ups which are trying to increase the utility of the web (location based servides and payment systems), that they dub web 3.0 The comparison with the glorious era of railways development has often been made, and yet it is useful to say it again: social media is basically a new kind of infrastructure that shortens distances and time between people (just as the railways did). In the end, there will …
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  • Premières journées du Montcalm

    Premières journées du Montcalm

    Je viens de participer aux premières tribunes du Montcalm à Toulon, une initiative conjointe du CV Thomas Lockhart de la Marine Nationale et Laure Gitton, associée chez Logica. Le thème général était « Les défis de la prise de décision aux confins d’un management de l’information maîtrisé » (diable!) J’ai été marqué par certains échanges, comme par exemple une conversation avec l’amiral Magne (ex commandant du Charles de Gaulle) sur les mash-ups appliqués aux droits d’accès et droits d’usage sur les systèmes d’information et de commandement. Du cheminement de la pensée collective lors de ce colloque,  j’ai retenu trois point essentiels: La …
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  • MyPath, a career destination

    MyPath, a career destination

    In this Beta world, in the middle of a crisis affecting employees and employers, when so many ask themselves questions about their career, Manpower is launching a very open beta experimental destination called MyPath. It is fundamentally a community site and a career management destination with tools allowing one to identify his/ her skills, finding others to share ideas with about jobs and career advancement, etc. It is open because it is for everybody and not only for « candidates » looking for jobs. Actually it could even be an interesting destination for employers to recommend their employees to go to (instead …
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  • MyPath, a career destination

    MyPath, a career destination

    In this Beta world, in the middle of a crisis affecting employees and employers, when so many ask themselves questions about their career, Manpower is launching a very open beta experimental destination called MyPath. It is fundamentally a community site and a career management destination with tools allowing one to identify his/ her skills, finding others to share ideas with about jobs and career advancement, etc. It is open because it is for everybody and not only for « candidates » looking for jobs. Actually it could even be an interesting destination for employers to recommend their employees to go to (instead …
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  • Collaboration, business and democracy

    Collaboration, business and democracy

    I am working on a couple of « what’s next » projects about corporate networks and communities, and this post by Jon Husband (The New Management – Bringing Democracy and Markets Inside the Organization), really struck me as very accurate. One of the key milestones for widely and successfully deploying collaboration in an organization is the process for choosing a new governance charter. Basically, in my experience, after some pilot communities and networks have helped identify why and how a specific organization should deploy a collaborative way (to innovate further; to increase individual productivity; to bring its internal culture to the level …
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  • Collaboration, business and democracy

    Collaboration, business and democracy

    I am working on a couple of « what’s next » projects about corporate networks and communities, and this post by Jon Husband (The New Management – Bringing Democracy and Markets Inside the Organization), really struck me as very accurate. One of the key milestones for widely and successfully deploying collaboration in an organization is the process for choosing a new governance charter. Basically, in my experience, after some pilot communities and networks have helped identify why and how a specific organization should deploy a collaborative way (to innovate further; to increase individual productivity; to bring its internal culture to the level …
    Lire la suite »
  • The World of Work is not flat

    The World of Work is not flat

    As I currently conduct a world wide analysis of the World of Work, partially to put things in perspective (one loses it when staying too long in OECD countries) and partially to learn whatever I can. I wanted to share a few things that are not really new to me, but that I knew more intellectually than in practice. I had not been to India, Australia, to South Asia and South America for a few years and I really wanted to be surprised. I was. Here are jsut a few tidbits of my takes, more will come. 1 – The …
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  • The World of Work is not flat

    The World of Work is not flat

    As I currently conduct a world wide analysis of the World of Work, partially to put things in perspective (one loses it when staying too long in OECD countries) and partially to learn whatever I can. I wanted to share a few things that are not really new to me, but that I knew more intellectually than in practice. I had not been to India, Australia, to South Asia and South America for a few years and I really wanted to be surprised. I was. Here are jsut a few tidbits of my takes, more will come. 1 – The …
    Lire la suite »
  • What is Enterprise 2.0?

    What is Enterprise 2.0?

    This keynote speech of John Chambers, Cisco’s CEO, at MIT last October is to me one of the best presentations about Enterprise 2.0 that I ever came across. Though Chambers’ fast-paced southern drawl is sometimes hard to follow, his authority on this matter comes from practice, as opposed to many gurus who don’t run large companies. Cisco is undoubtedly a lab for E2.0, and Chamber is definitely in the pilot’s seat. His point about collaboration revolves around productivity and speed. My attention was drawn by a couple of things he said, such as the new ability of the company to …
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  • What is Enterprise 2.0 ?

    What is Enterprise 2.0 ?

    This keynote speech of John Chambers, Cisco’s CEO, at MIT last October is to me one of the best presentations about Enterprise 2.0 that I ever came across. Though Chambers’ fast-paced southern drawl is sometimes hard to follow, his authority on this matter comes from practice, as opposed to many gurus who don’t run large companies. Cisco is undoubtedly a lab for E2.0, and Chamber is definitely in the pilot’s seat. His point about collaboration revolves around productivity and speed. My attention was drawn by a couple of things he said, such as the new ability of the company to …
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  • Christmas thoughts

    Christmas thoughts

    I am just about to leave for holydays, and was thinking about how 2008 is finishing. It actually started out pretty well for all of us engaged in « collaboration based change management » or « enterprise 2.0 » development. But then, there was the credit crunch. Simply put, somehow along the way trust disappeared, and the whole system started contracting. It is still contracting. The question is, why did trust disappear ? Too complex a question to adress in a post. In here, I would only say that we do not believe the economy can go on growing at what was its pace …
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  • Table ronde Entreprise 2.0 et Transformation de l’Innovation du 9 janvier

    Table ronde Entreprise 2.0 et Transformation de l’Innovation du 9 janvier

    Ce billet introduit la 3ème table ronde des sessions dédiées à l’Entreprise 2.0. Le thème abordé est comment le processus d’innovation est radicalement transformé par les usages participatifs et collaboratifs de l’Entreprise 2.0. La table ronde n’est pas encore complète, quelques noms restent à confirmer, mais vous pourrez en suivre l’évolution en consultant régulièrement ce billet dans les jours qui viennent. La sessions sera en particulier constituée autour de : Martin Duval (BlueNove) : à l’initiative en 2006 du programme « Corporate Open Innovation » d’Orange, Martin a dirigé pendant deux ans le « Orange Startup Program ». Il a ensuite créé BlueNove en …
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  • Collaboration will push people management from execution to strategy

    Collaboration will push people management from execution to strategy

    I was with a client yesterday, thinking about how to bring collaboration skills (and awareness) to future leaders. Several points come to my mind after this conversation: – This particular client has broken down its HR department: HR administration, social matters and people development are really managed by very different departments and people. This is pragmatic HR innovation to my mind ! – Putting the whole collaboration affair in the People department is a great approach, but one that should be managed carefully. When looking at collaboration through classic people development lenses, we are brought to think about classic people …
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  • Collaboration will push people management from execution to strategy

    Collaboration will push people management from execution to strategy

    I was with a client yesterday, thinking about how to bring collaboration skills (and awareness) to future leaders. Several points come to my mind after this conversation: – This particular client has broken down its HR department: HR administration, social matters and people development are really managed by very different departments and people. This is pragmatic HR innovation to my mind ! – Putting the whole collaboration affair in the People department is a great approach, but one that should be managed carefully. When looking at collaboration through classic people development lenses, we are brought to think about classic people …
    Lire la suite »
  • The Web 2.0 and the electric motor

    The Web 2.0 and the electric motor

    Le Monde, the French Daily, published an article, link below, on the web 08, the leading event on Web2.0 created and managed by Loic Le Meur. http://www.lemonde.fr/technologies/article/2008/12/10/le-web-08-une-ambiance-d-avant-la-bulle-sur-fond-de-crise-economique_1129404_651865.html#xtor=RSS-3208 The tone is ironic and probably exaggerated and since I did not attend being out of the country I can’t confirm or infirm what is said. But the second level substance, the one you read between the lines, is very interesting. These gathering start to look like « passé », or « déjà vu », and remind one of what happened at the end of the Web1.0 bubble. Many new web companies had predicted the end of …
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  • The Web 2.0 and the electric motor

    The Web 2.0 and the electric motor

    Le Monde, the French Daily, published an article, link below, on the web 08, the leading event on Web2.0 created and managed by Loic Le Meur. http://www.lemonde.fr/technologies/article/2008/12/10/le-web-08-une-ambiance-d-avant-la-bulle-sur-fond-de-crise-economique_1129404_651865.html#xtor=RSS-3208 The tone is ironic and probably exaggerated and since I did not attend being out of the country I can’t confirm or infirm what is said. But the second level substance, the one you read between the lines, is very interesting. These gathering start to look like « passé », or « déjà vu », and remind one of what happened at the end of the Web1.0 bubble. Many new web companies had predicted the end of …
    Lire la suite »
  • People centered organizations

    People centered organizations

    I re-read recently a couple of posts by Stowe Boyd, on his notion that « the individual is the new group » (here). Stowe’s point, as I understand it, is that the important thing for the new social tools is giving people the ability to form the groups they need at the moment they need them (Stowe says this much better and in more detail). This implies that groups (the vast majority of them) are short lived and serve a specific purpose. I think this should also be the case for networks and communities even though their purpose is often more complex …
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  • People centered organizations

    People centered organizations

    I re-read recently a couple of posts by Stowe Boyd, on his notion that « the individual is the new group » (here). Stowe’s point, as I understand it, is that the important thing for the new social tools is giving people the ability to form the groups they need at the moment they need them (Stowe says this much better and in more detail). This implies that groups (the vast majority of them) are short lived and serve a specific purpose. I think this should also be the case for networks and communities even though their purpose is often more complex …
    Lire la suite »
  • Putting « Enterprise 2.0 » in perspective

    Putting « Enterprise 2.0 » in perspective

    The entire buzz around Enterprise 2.0 starts sometimes to seem a bit unrealistic and even boring to some, including me, and some relative perspective is needed. It is true that Web2.0 is ill defined in general and that enterprise 2.0 means different things to different people. It is actually part of the issue: undefined words cover fuzzy realities and do not help. But in most cases “Enterprise 2.0” means the use of collaborative tools, developed in the world of the society itself — in particular in that universe called Web2.0 — and imported into the corporation. The aficionados of web …
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  • Putting « Enterprise 2.0 » in perspective

    Putting « Enterprise 2.0 » in perspective

    The entire buzz around Enterprise 2.0 starts sometimes to seem a bit unrealistic and even boring to some, including me, and some relative perspective is needed. It is true that Web2.0 is ill defined in general and that enterprise 2.0 means different things to different people. It is actually part of the issue: undefined words cover fuzzy realities and do not help. But in most cases “Enterprise 2.0” means the use of collaborative tools, developed in the world of the society itself — in particular in that universe called Web2.0 — and imported into the corporation. The aficionados of web …
    Lire la suite »
  • Emergence and control

    Emergence and control

    A great article by Jim Stogdill about what really makes the difference between the web environment and the enterprise environment. As we keep on hearing web 2.0 prophets announcing the coming doom of hierarchies (« The web is great and the enterprise sucks »), this is refreshing because it replaces collaboration modes into their original context […] the IT enterprise is about control because large businesses in mature industries are about control. On the other hand, the web is about emergence because in this time, place, and with this technology discontinuity, emergence is the low energy state. (emphasis mine). I think this …
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  • Emergence and control

    Emergence and control

    A great article by Jim Stogdill about what really makes the difference between the web environment and the enterprise environment. As we keep on hearing web 2.0 prophets announcing the coming doom of hierarchies (« The web is great and the enterprise sucks »), this is refreshing because it replaces collaboration modes into their original context […] the IT enterprise is about control because large businesses in mature industries are about control. On the other hand, the web is about emergence because in this time, place, and with this technology discontinuity, emergence is the low energy state. (emphasis mine). I think this …
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  • Entreprise 2.0, organisation et fonction ressources humaines

    Entreprise 2.0, organisation et fonction ressources humaines

    Nous avons entamé le 24 octobre 2008 une série de 3 petits-déjeuners consacrés aux évolutions du management et de l’organisation de l’entreprise, un mouvement que d’autres ont appelé l’évolution vers l’Entreprise 2.0. Pour l’Institut Boostzone, ces évolutions sont bien plus fondamentales que la simple application des technologies du Web 2.0 à l’entreprise. Elles résultent de la conjonction de trois tendances lourdes, l’évolution de la technologie, l’évolution du monde du travail, et l’évolution de l’activité économique de l’entreprise vers ce qu’il est convenu d’appeler une économie du savoir. L’évolution de la technologie et la conséquente évolution des usages ont le potentiel …
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  • Entreprise 2.0, organisation et fonction ressources humaines

    Entreprise 2.0, organisation et fonction ressources humaines

    Nous avons entamé le 24 octobre 2008 une série de 3 petits-déjeuners consacrés aux évolutions du management et de l’organisation de l’entreprise, un mouvement que d’autres ont appelé l’évolution vers l’Entreprise 2.0. Pour l’Institut Boostzone, ces évolutions sont bien plus fondamentales que la simple application des technologies du Web 2.0 à l’entreprise. Elles résultent de la conjonction de trois tendances lourdes, l’évolution de la technologie, l’évolution du monde du travail, et l’évolution de l’activité économique de l’entreprise vers ce qu’il est convenu d’appeler une économie du savoir. L’évolution de la technologie et la conséquente évolution des usages ont le potentiel …
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  • A video on communities of practice by Rio Tinto

    A video on communities of practice by Rio Tinto

    This video by Mark Bennett is really excellent to explain in simple terms how a community of practice works, how technology can make it global, and how it contributes to the global integration of a company « … [through communities of practice] we come closer to being one Rio Tinto, all over the world. » At the end of the video, the CEO Energy of RIO Tinto concludes that it’s about creating global interdependencies between employees. What is really strange is that I keep on hearing about big corporate programs aiming at integrating operations on a global basis, and that very few …
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  • A video on communities of practice by Rio Tinto

    A video on communities of practice by Rio Tinto

    This video by Mark Bennett is really excellent to explain in simple terms how a community of practice works, how technology can make it global, and how it contributes to the global integration of a company « … [through communities of practice] we come closer to being one Rio Tinto, all over the world. » At the end of the video, the CEO Energy of RIO Tinto concludes that it’s about creating global interdependencies between employees. What is really strange is that I keep on hearing about big corporate programs aiming at integrating operations on a global basis, and that very few …
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  • Petit déjeuner Identité et Réputation Numérique – 14 Nov. 2008

    Petit déjeuner Identité et Réputation Numérique – 14 Nov. 2008

    ATTENTION CE PETIT DEJEUNER EST REPORTE A UNE DATE ULTERIEURE Le web 2.0 a modifié les règles et les usages. Comment gérer sa réputation numérique: la contrôler, la mettre en valeur au jour le jour et à long terme ? la protéger en cas de crise ? Comment s’y prendre de façon très pragmatique ? C’est une expertise qui devient vitale aujourd’hui L’identité numérique ne se construit pas en un jour. C’est un long travail de production de contenu, de tissage de liens, de surveillance des informations publiées, de mise à jour des profils, tout au long de sa vie …
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  • With the crisis Organizations will accelerate their move toward more collaboration

    With the crisis Organizations will accelerate their move toward more collaboration

    Organizations’ evolution towards “networks and community” centered organization will be accelerated through the crisis. Corporations will have to create more transversal elements within the organization. We generally speak about a talent marketplace, a knowledge marketplace and a community/networks marketplace. This new NCM Network Centric Management will prove a competitive advantage (or a disadvantage for the others) during the crisis. Three reasons: •    Strong (and fast) collaboration between executive team members will be required to analyze jointly the implications and to coordinate the executions. Executive teams have an opportunity to apply to themselves the dynamics of community management. •    Task forces …
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  • With the crisis Organizations will accelerate their move toward more collaboration

    With the crisis Organizations will accelerate their move toward more collaboration

    Organizations’ evolution towards “networks and community” centered organization will be accelerated through the crisis. Corporations will have to create more transversal elements within the organization. We generally speak about a talent marketplace, a knowledge marketplace and a community/networks marketplace. This new NCM Network Centric Management will prove a competitive advantage (or a disadvantage for the others) during the crisis. Three reasons: •    Strong (and fast) collaboration between executive team members will be required to analyze jointly the implications and to coordinate the executions. Executive teams have an opportunity to apply to themselves the dynamics of community management. •    Task forces …
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  • E2.0 ratings or Peer People Reviews : should companies change their development and evaluation processes ?

    E2.0 ratings or Peer People Reviews : should companies change their development and evaluation processes ?

    In a conversation launched a month ago by Andrew McAfee in this post, and continued last week through this post, there was a lot of buzz on whether it was a good idea or not to measure E2.0 participation of knowledge workers. I tend to agree with Andrew McAfee that measuring E2.0 activities would « encourage and increase participation and contributions ». And I think we are looking at a major change opportunity. I would first like to stress that E2.0 ratings should be linked to a correctly organized peer network or community (in a post last week, I pointed out that …
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  • E2.0 ratings or Peer People Reviews : should companies change their development and evaluation processes ?

    E2.0 ratings or Peer People Reviews : should companies change their development and evaluation processes ?

    In a conversation launched a month ago by Andrew McAfee in this post, and continued last week through this post, there was a lot of buzz on whether it was a good idea or not to measure E2.0 participation of knowledge workers. I tend to agree with Andrew McAfee that measuring E2.0 activities would « encourage and increase participation and contributions ». And I think we are looking at a major change opportunity. I would first like to stress that E2.0 ratings should be linked to a correctly organized peer network or community (in a post last week, I pointed out that …
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  • Le futur du web

    Le futur du web

    Excellente vidéo d’une table ronde d’experts du web lors de la conférence DEMO Fall ’08 qui montre que toutes leurs préoccupations tournent autour des questions d’algorithmes sémantiques de traitement de l’information en vue d’établir des liens sociaux. Ces gens vont bien au-delà des discussions de café du commerce et expliquent la convergence entre Google et Facebook. Vraiment intéressant.  
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  • La crise financière à la lumière des réseaux?

    La crise financière à la lumière des réseaux?

    Plusieurs billets de Bertrand Duperrin (dont celui-ci ) me font réfléchir sur l’interprétation que nous pourrions donner de la crise financière, nous qui prétendons nous intéresser à l’économie des réseaux et donc à la confiance interpersonnelle (axe principal de mon livre ). Un économiste japonais dont j’ai oublié le nom disait la semaine dernière que l’ensemble des montages qui ont engendré la crise financière avaient en réalité pour objectif d’autoriser des prêts financiers à des personnes à qui on n’aurait pas du prêter de l’argent. Car qu’est-ce que la titrisation si ce n’est la tentative de transformation d’une relation contractuelle …
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  • Table ronde Entreprise 2.0 et Transformation des Usages du 24 octobre

    Table ronde Entreprise 2.0 et Transformation des Usages du 24 octobre

    Voici la liste finale des invités de la table-ronde du 24 octobre dédié à l’Entreprise 2.0 et la Transformation des Usages (pour en savoir plus sur les tables rondes Entreprise 2.0…). Nous avons un plateau de choix, venez nombreux, les discussions seront particulièrement intéressantes et pragmatiques. Panelists: Richard Collin (Institut de l’Entreprise 2.0): Richard Collin est non seulement la référence incontournable du Knowledge Management en France, mais est Directeur de l’Institut de l’Entreprise 2.0 à Grenoble Ecole de Management. Il intervient auprès de nombreuses entreprise et anime également de nombreux séminaires sur le sujet en Europe. Hervé Dumas (Valeo): Hervé …
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  • Managing the revolution … through HR

    Managing the revolution … through HR

    Again, a very good article in HBR on mass collaboration. This one, written by Scott Cook from Intuit, gives me the opportunity to explain why this « user contribution revolution » is a unique opportunity for HR departments to reinvent themselves. In the article, Scott Cook urges companies to identify and build « user contribution systems » that allow to benefit from the contributions of people outside of corporate boundaries. His examples, now quite well known, are drawn from Hyatt, Procter & Gamble or Honda as well as Google, Amazon or Wikipedia. He understands « user contribution systems » are « methods for aggregating and leveraging people’s …
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  • Managing the revolution … through HR

    Managing the revolution … through HR

    Again, a very good article in HBR on mass collaboration. This one, written by Scott Cook from Intuit, gives me the opportunity to explain why this « user contribution revolution » is a unique opportunity for HR departments to reinvent themselves. In the article, Scott Cook urges companies to identify and build « user contribution systems » that allow to benefit from the contributions of people outside of corporate boundaries. His examples, now quite well known, are drawn from Hyatt, Procter & Gamble or Honda as well as Google, Amazon or Wikipedia. He understands « user contribution systems » are « methods for aggregating and leveraging people’s …
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  • Tout sur l’Entreprise 2.0 en 3 petits-déjeuners

    Tout sur l’Entreprise 2.0 en 3 petits-déjeuners

    Nous inaugurons le 24 octobre 2008 une série de 3 petits-déjeuners consacrés à l’Entreprise 2.0. L’Entreprise 2.0, c’est dans sa définition originelle (Andrew Mc Afee, avril 2005), l’utilisation des technologies du Web 2.0 dans l’entreprise, avec un constat assez étonnant, celui d’une adoption bien plus importante des usages collaboratifs qu’avec des outils traditionnels, et une émergence naturelle de la connaissance là où les outils traditionnels de knowledge management ont bien du mal à faire émerger quoi que ce soit… Depuis, le domaine s’est peu à peu consolidé, de plus en plus d’entreprises ont commencé à faire leurs expérimentations et à …
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  • Le DIM, nouvel avatar du CKO?

    Le DIM, nouvel avatar du CKO?

    A la conférence FAN aujourd’hui il y avait un débat animé par l’Aproged sur la nécessité de créer dans les entreprises une nouvelle fonction de « Document & Information Manager » (DIM). L’idée générale, c’est que les processus de gestion des documents et de l’information dans les entreprises sont devenus si complexes qu’il faut quelqu’un pour s’en occuper à temps plein et éviter que les collaborateurs fassent n’importe quoi dans l’incohérence et absence de stratégie d’ensemble. Cela peut paraître a priori une bonne idée, mais au fond, on a déjà vu le film. Le DIM, c’est le Chief Knowledge Officer de la …
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  • Le web 2.0 et son impact sur l’entreprise

    Le web 2.0 et son impact sur l’entreprise

    Le 15 mars prochain, à l’association des anciens de Sciences Po, j’aurai le plaisir d’animer avec Yann Mauchamp une séance sur le sujet de l’impact du web 2.0 sur l’entreprise, et notamment sur son organisation et sur la fonction RH. Pour ceux d’entre vous qui comptent y participer, nous sommes preneurs, Yann et moi, de vos remarques et questions, pour inclure dans notre travail les sujets qui vous intéressent le plus. Vous pouvez répondre à ce billet pour nous communiquer ces remarques ou, pour les membres de Boostzone, lancer les conversations que vous jugez pertinentes dans le Cercle. Au plaisir …
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  • NetCentric Management is not equal to Management + Web2.0

    NetCentric Management is not equal to Management + Web2.0

    In the last issue of Strategy & Business of Booz-Allen, I found a very interesting article on the future of management called The Life Cycle of Great Business Ideas. It is a summary of round table discussions of the Academy of Management , a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations in the US (somewhat like our Boostzone Institute, though members there are mostly scholars). The article argues that the most compelling business practices often have countercultural roots, because, though most executives are smart and hardworking, they are so much driven by …
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  • NetCentric Management is not equal to Management + Web2.0

    NetCentric Management is not equal to Management + Web2.0

    In the last issue of Strategy & Business of Booz-Allen, I found a very interesting article on the future of management called The Life Cycle of Great Business Ideas. It is a summary of round table discussions of the Academy of Management , a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations in the US (somewhat like our Boostzone Institute, though members there are mostly scholars). The article argues that the most compelling business practices often have countercultural roots, because, though most executives are smart and hardworking, they are so much driven by …
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  • Death of the Dinos, ou l’opportunité qui vient avec la crise

    Death of the Dinos, ou l’opportunité qui vient avec la crise

    Je suis depuis longtemps le blog FastForward, intéressant et ludique. Dans un récent article, Death of the Dinos, intéressant et amusant à lire, Rob Paterson souligne que la crise de crédit et la révolution dans le coût des transports sont des conditions favorables à l’apparition de l’entreprise 2.0. Il y a même une approche intéressante de ce qu’est une entreprise 2.0 : « The new will be based on network models. It will use the network effect and it will use social capital to do big things. It will use its distributed intelligence to “see” what to do and to understand …
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  • Death of the Dinos, ou l’opportunité qui vient avec la crise

    Death of the Dinos, ou l’opportunité qui vient avec la crise

    Je suis depuis longtemps le blog FastForward, intéressant et ludique. Dans un récent article, Death of the Dinos, intéressant et amusant à lire, Rob Paterson souligne que la crise de crédit et la révolution dans le coût des transports sont des conditions favorables à l’apparition de l’entreprise 2.0. Il y a même une approche intéressante de ce qu’est une entreprise 2.0 : « The new will be based on network models. It will use the network effect and it will use social capital to do big things. It will use its distributed intelligence to “see” what to do and to understand …
    Lire la suite »
  • Is Buzz an element of professional community’s life ?

    Is Buzz an element of professional community’s life ?

    An extended family is a community. What did we see as major changes in families within the last 10 years thanks to social networks and new technologies? What does it mean for corporations? What we saw is simple, from a family life that was punctuated by major physical events like a wedding, a funeral, etc. and nearly nothing in between for those who live apart, the family life has switched to a vibrant buzz in between the events where grand mothers, cousins, sisters, and the friends of all those do chat, send each other SMSs, exchange photos, organize small meetings, …
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  • Is Buzz an element of professional community’s life ?

    Is Buzz an element of professional community’s life ?

    An extended family is a community. What did we see as major changes in families within the last 10 years thanks to social networks and new technologies? What does it mean for corporations? What we saw is simple, from a family life that was punctuated by major physical events like a wedding, a funeral, etc. and nearly nothing in between for those who live apart, the family life has switched to a vibrant buzz in between the events where grand mothers, cousins, sisters, and the friends of all those do chat, send each other SMSs, exchange photos, organize small meetings, …
    Lire la suite »
  • Rapping science

    Rapping science

    I have had may discussions about how hard it is to get a complex message across to decision-makers when you only can get five minutes of their time (sounds familiar?). To me this is probably the most important hurdle of modern management, and even more now as the young generations have the same behavioral patterns. it is becoming increasingly difficult to obtain somebody’s attention for more than ten minutes. Through Molly Wood‘s buzz report, I found the amazing « Large Hadron Collider Rap » by Alpinekat, and it  struck a chord. I already knew that part of the answer is indeed to …
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  • Rapping science

    Rapping science

    I have had may discussions about how hard it is to get a complex message across to decision-makers when you only can get five minutes of their time (sounds familiar?). To me this is probably the most important hurdle of modern management, and even more now as the young generations have the same behavioral patterns. it is becoming increasingly difficult to obtain somebody’s attention for more than ten minutes. Through Molly Wood‘s buzz report, I found the amazing « Large Hadron Collider Rap » by Alpinekat, and it  struck a chord. I already knew that part of the answer is indeed to …
    Lire la suite »
  • Bienvenue dans notre nouveau site web

    Bienvenue dans notre nouveau site web

    Le site du Boostzone Institute fait peau neuve. Il devient en particulier participatif, et c’est un plaisir que de vous y accueillir et d’entamer la discussion avec vous autour de nos différents experts qui s’y exprimeront régulièrement. N’hésitez pas à nous rejoindre si vous ne faites pas encore partie de notre institut et si vous souhaitez participer aux activités réservées aux membres. Toutes les informations sont disponibles ici.
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  • Rethinking the Value of Talent

    Rethinking the Value of Talent

    By Jeffrey Joerres and Dominique Turcq, published by the Business+Strategy online magazine, 30 May 2006 « Classifying employees by their role in the success of your business rather than by their function can improve the effectiveness of recruiting, staff development, and deployment. If companies managed financial assets as carelessly as they do human assets, then shareholders, auditors, and regulators would come down hard on them for inefficient use of funds. Yet although it is commonly accepted that individuals are crucial to an organization’s success, many companies cannot measure or manage their employees’ contributions to corporate value. » To read more >>
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  • Rethinking the Value of Talent

    Rethinking the Value of Talent

    By Jeffrey Joerres and Dominique Turcq, published by the Business+Strategy online magazine, 30 May 2006 « Classifying employees by their role in the success of your business rather than by their function can improve the effectiveness of recruiting, staff development, and deployment. If companies managed financial assets as carelessly as they do human assets, then shareholders, auditors, and regulators would come down hard on them for inefficient use of funds. Yet although it is commonly accepted that individuals are crucial to an organization’s success, many companies cannot measure or manage their employees’ contributions to corporate value. » To read more >>
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  • Indian Automative Components: the Competitive Realities

    Indian Automative Components: the Competitive Realities

    By Anil Kumar, Dominique Turcq, Glen Mercer and Laxman Narasimhan, published by McKinsey Quarterly, Feb 1996 « India’s automotive industry is accelerating fast. Triggered by market liberalizations that have kicked off a cycle of investment and growth, car demand this decade has been advancing at 20 percent a year. Provided there is no backsliding by policy makers, the domestic market could support sales of up to one million vehicles a year by the end of the century. Many hold high hopes of India also becoming a significant exporter to other LDC markets. » To read more >>
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  • Indian Automative Components: the Competitive Realities

    Indian Automative Components: the Competitive Realities

    By Anil Kumar, Dominique Turcq, Glen Mercer and Laxman Narasimhan, published by McKinsey Quarterly, Feb 1996 « India’s automotive industry is accelerating fast. Triggered by market liberalizations that have kicked off a cycle of investment and growth, car demand this decade has been advancing at 20 percent a year. Provided there is no backsliding by policy makers, the domestic market could support sales of up to one million vehicles a year by the end of the century. Many hold high hopes of India also becoming a significant exporter to other LDC markets. » To read more >>
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  • India and China: Asia’s non-identical twin

    India and China: Asia’s non-identical twin

    By Dominique Turcq, published by McKinsey Quarterly, May 1995 « For many corporations, India and China are two sides of the same coin. This is understandable. After all, India’s economic potential and the challenges it faces do look very much like those of China. And just as there was a fashion for China among multinational corporations, so India looks set to be the next flavor of the month. But there the resemblance ends. Such is the weight of their economic histories that each country goes its own way when it comes to the practical matters of government policy and business opportunities. » …
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  • India and China: Asia’s non-identical twin

    India and China: Asia’s non-identical twin

    By Dominique Turcq, published by McKinsey Quarterly, May 1995 « For many corporations, India and China are two sides of the same coin. This is understandable. After all, India’s economic potential and the challenges it faces do look very much like those of China. And just as there was a fashion for China among multinational corporations, so India looks set to be the next flavor of the month. But there the resemblance ends. Such is the weight of their economic histories that each country goes its own way when it comes to the practical matters of government policy and business opportunities. » …
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  • Memo to a CEO: Competition Policy in Europe

    Memo to a CEO: Competition Policy in Europe

    By David E. Meed and  Dominique Turcq, published by McKinsey Quarterly, No.3, 1992 « Recent actions by the European Commission, including its role in Nestle’s takeover bid for Perrier, break new ground in the enforcement of EC competition law. They are also a sign of times. Competition policy in Europe is beginning to bite, and it will get more and more complicated to win the Commission’s approval for mergers and acquisitions. Indeed, between 1986 and 1990 the Commission almost tripled the number of competition cases under review. It now really means business, and is not just tilting at windmills. » To read …
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