Management 2.0 : Manage Collaboration inside Enterprise

Management 2.0 : HEC – CESA MGA –

CESA MGA
Management 2.0 : manage collaboration inside enterprise

HEC Jouy en Josas
Anthony Poncier

IDRH
© IDRH HEC – CESA MGA - 01/23/10


web 2.0 and enterprise

© IDRH HEC – CESA MGA - 2


Web 2.0 is a social eco-system based on tools and usages



Web 2.0 has triggered enterprise 2.0 organization

Dynamics:
- Collaboration,
- Communities,
- Openess and sharing,
- Crossing and ascending



Social medias: branding and e-reputation



Why enterprises use social media

Source benchmark group october 2009



Web 2.0 : Talk to your client



Build a community or a social network with your stake holders

NING



Recruit with social network



Communicate and change your brand image



Watch your brand



Why collaboration inside enterprise ?



Increase business performance

« Contribution of the management in XXth
century : 50 fold increase in the productivity of
the manual worker in the manufacturing
The most important contribution
management needs to make the XXIst
century ? Increase identicaly the productivity
of knowledge worker. »

Peter Drucker
(Management Challenges of the XXIst century)

“If HP knew what HP knows, we would three time more profitable”

Lew Platt – Former CEO of HP



Managers spend 2h/day
searching information
50 % of the information
found have no value
59% see no internal
information that are
useful
53% say they have no value
36% say there is too much,
making it difficult to find
the right information

From @ceciiil / Accenture : Survey 1000 middle managers US/UK – Jan 2007
© IDRH HEC – CESA MGA -


Baby-Boomers X Generation
(1965/1977)
The generational fact
(1946/1964)

Y Generation
(1978/2000)

Baby-boomers’culture in enterprise :
• Hierarchy, procedures, automation of
tasks

X generation’s culture in enterprise :
•  Process, competencies,
pluridisciplinary teams

Y generation’s culture in enterprise :
•  Collaboration, network, community

Technology
Boomers are retiring : Transfer of
skills
Organisation
Gen Y will be the more numerous:
New management way


The benefits of increasing collaboration

  Corporate transformation into a collaborative organization contributes to corporate goals : perform
better and at lower cost strategy and processes established by the organization

New products and
services,
Worker efficiancy Increased
profitability,
Complex problems
solved by Higher quality
collaboration work,
Knowledge Higher project
retention, Improved process
efficiency,
strengthening of Higher customer
weak ties / satisfaction,
knowledge sharing,
collective Employee
Open KM
intelligence, retention
Social innovation
networking,
Emergent
collaboration
Inspired by Dion Hinchcliffe


Earnings for employees

Personal Learning techniques Profits Saving time

Appetite for risk increased
Information sharing and
with the support of the
collaboration
community

Problems solved Reducing isolation

Development of Sense of belonging and moral
knowledge support

Development of new Increased innovation and
networks of influence creativity

Worker efficiancy Reducing the costs of
duplication or repeated errors



Grow the collaboration spirit



Are you ready for collaboration



TO WORK COLLABORATIVELY, WE NEED TO
CHANGE CULTURES



The establishment of collaborative work faces 4 challenges

• Communicate to employees the value the
Organizational organization places on sharing

Community • Create real value for members

• Establish a system that facilitates the
Technical exchange of information and reflection

• Open to new ideas and maintain its
Personal commitment to develop the practice of his
community


People before SI



The legacy of the twentieth century managerial opposed to collaboration

Hierarchical Functionnal Disconnected
Barriers Barriers islands
Source: Martin Roulleaux-Dugage : Gérer la confiance


Many obstacles exist with regard to collaboration

Obstacles

Behavioral Organizational Managerial Technicals

Lack of management
Unconscious Hierarchical structure Security risk
involvement

Complexity of
Tech-adverse Lack of formation
implementation

Hostility to new forms of
No cross-communication
organization

Hardly measurable ROI

Management focuses on the
Source: Entreprise 2.0 Management et collaboration à l’ère individual and not the group
de l’entreprise dynamique


Create new reflexes in the organization

Individuals Groups
• Giving before receiving • Networks
• Go beyond the contract • Communities
• Experiment • Collaboration



Succeed in collaboration

Success factors Seekers Contributors

Awareness How to find the right How to introduce myself ?
person ?

Connection Does this person will help How best sharing my
me ? expertise ?
Motivation Do I want to work with this Do I want to collaborate
person? with this person?

Needs Do I have the tools to collaborate effectively?

Process Do I know how to collaborate ?

Based on a slide by IBM


Enable collaboration
To be willing to cooperate

To learn to cooperate

To be able to cooperate
Establish a Collaborative Benefit from
culture that management technical,
promotes to train and human and
collaborative develop the financial
organization resources to
to implement sustain this
this culture culture



Management 2.0

Creative
Long tail
• Active listening commons • Training our staff • I am the sum of
• Trust • Let them self- individuals
• Respect the • Integrate atypical
• Bi-lateral appraisal authorship of an forming profiles • Monitor
achievement • Recruit a potential, performance, not
• Enable them to be people
not an experience
• Allow the author to atypical
defend it
Community Wisdom of
Beta
Management crowd

Inspired by Sandrine Szabo in Paris 2.0


Create collective intelligence

Source: Olivier Zara : Management de l’intelligence collective


Making choices based on impact and urgency
Strong
impact

Collegiate Collective

Important/
Urgent
Complex

Individual Collegiate

Weak impact
Source: Olivier Zara : Management de l’intelligence collective


What about COLLABORATIVE TOOLS?



Changing the culture of the organization

From PC to online  From mail to share 

Change management 


Maturation of enterprises for collaborative technologies
Technologies=culture

• Individual work
Mail • Shared spaces
• Closed personal • Group input • Individual
space • Connection publishing
between closed
personal spaces
Desktop Groupware

Blog
• Shared spaces • Open space
• Group editing • Open space • Group editing
• Collective • Individual • Find experts
ownership publishing
Social
Wiki
networking
Inspired: Nathan Wallace, http://www.e-gineer.com



Collaborative tools to support a global and dynamic partitioning off

Contribute to
Make a Connecting the project
maximum Become a
collaborators « at their own
contribution driving force
in the pace »
of actors
(desynchroniz dynamics of
ation) project

Facilitate Develop its
access and expertise and
sharing of its own
information network

Meet the needs of employees The commitment of each



CONCLUSION



Incontournables laws of collaboration

  Collaborative work in a company is based on a vision to make sense

  Collaboration is based on voluntary and can not be an obligation

  We share our knowledge when we know that our work is recognized and
appreciated by others

  The added value of collaboration must be demonstrated quickly

  It’s not just about exchange, but having the right information at right time

  Business networks (formal and informal) are one of the main responses to
the collaboration. It is not just finding the right document, but also find the
expert who will answer

  Tools (wiki, blog, forum, rss) each have a role, but it is their practices which
are crucial



Don’t be afraid



News Briefing



Thank you!

Blog : http://poncier.org/blog,
Anthony Poncier on
Twitter, FB, Linkedin…


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