My links of the week (weekly)

  • “Networked organizations, personalization and customization, development of collaborative reputations: these trends and more that I predicted for 2013 will still hold true for 2014. But as the cloud and mobile mature, new trends are emerging for 2014. “

  • “Digital transformation — the use of technology to radically improve performance or reach of enterprises — is a hot topic for companies across the globe. Executives in all industries are using digital advances such as analytics, mobility, social media and smart embedded devices as well as improving their use of traditional technologies such as ERP to change customer relationships, internal processes and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now.”

  • “In networks, cooperation is more important than collaboration. Collaboration is working together toward a common objective. This is what most workplaces are focused on. It is also what most managers focus on. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work. This emphasis on collaboration blinds managers. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. Many managers do not understand the value of cooperation, or sharing freely without direct reciprocity. Cooperation sounds too much like wasting time on Facebook or Twitter. Most management practices today still focus on 20th century models, such as Henry Fayol’s six functions of management [look familiar?].”

    tags: collaboration cooperation

    • Notice that there is no function for enhancing serendipity, or increasing innovation, or inspiring people. The core of management practice today has not changed since the days of Fayol, who died ninety years ago.
  • “The business world is moving faster and becoming more global, more mobile, and more digitized. Employees today collaborate to a greater degree than they did previously, using new technologies to work in teams, across geographies and in real time. In addition, members of a new generation are entering the workforce in large numbers. These younger employees are increasingly proficient in all the technological tools at their disposal, and they demand greater freedom in managing how they work, where, and when.”

    tags: Digital_workplace

  • “Patrick Hoffstetter came to Renault in 2010 to direct an effort called the Digital Factory — which is not a Web-enabled auto plant, but a playful name for the company’s Web, mobile and social media efforts. He was later named Renault’s chief digital officer. In both roles, he held responsibility for Renault’s digital strategy and operations across its three major brands, Renault, Dacia and Renault Samsung Motors in South Korea, a joint venture with Nissan, with which Renault maintains an alliance. Renault by itself is the tenth largest carmaker in the world (combined with Nissan, it would be fourth).”

    tags: social_business case_study

  • “Thinking of complex adaptive systems as merely complicated entities that can be regulated like machines can lead to disaster, as Niall Ferguson shows in his recent book. He cites the USA’s Dodd-Frank Act which is aimed at promoting stability in the financial sector but “requires that regulators create 243 rules, conduct 67 studies and issue 22 periodic reports“. Simple principles, such as transparency, would work much better in the complex, and emotion-driven, world of finance. After all, money is a common human fiction that requires us to believe in it. Human systems are complex.”

    tags: organization

  • “If we had to make a distinction within social business approaches, it would surely be between internal and external facing ones. External facing ones with initiatives are more and more clear, business and even process driven, with clear mechanisms and measurement. Internal facing with poor measurement, where processes are left unchanged and where change is made “available”, hoping that common sense and seduction will do the job without having to deal with human and organizational change.”

    tags: social_business collaboration

      • Enterprise 
      • No

Posted from Diigo. The rest of my favorite links are here.


Autore: Alvaro Busetti

Consulente e formatore free lance, faculty member di Federmanager Academy. La mia vita professionale si è svolta nell’ambito dell’Information Technology con particolare riguardo agli aspetti progettuali e innovativi dal punto di vista organizzativo, applicativo e tecnologico. Ha svolto attività di conduzione progetti, coordinamento di unità produttive, attività di staff e supporto a livello Aziendale, di Gruppo e attività consulenziale per il top management del Cliente nel mercato dei Trasporti, Pubblica Amministrazione, Sanità, Industria, Servizi. Si è occupato di Intelligenza Artificale, digital workplace e Office Automation, soluzioni Intranet, Sistemi multimediali, di Unified Communication e di Social Collaboration.


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