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DIVERSITE 2.0 = nicolas nadal sir paris 2.0

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Journée ENTREPRISE 2.0 du jeudi 11 mars 2010 lors de PARIS 2.0 = "Un nouveau mode de gouvernance : une entreprise des réseaux"

Toutes les tables rondes en video = www.vimeo.com/parisdeuxzero
+ programme complet = paris20.PSST.pro

THEME = l'entreprise et la diversité culturelle : les nouveaux medias internes, intranets et réseaux sociaux, peuvent ils favoriser la diversité des valeurs, points de vue et cultures ?
- Sandra Minault, fondatrice et directrice de publication du blog d'informations professionnelles L-Management
- Serge Perez, Président des ateliers corporate
- Philippe Colin, IteXium cabinet de conseil et de services spécialiste des nouvelles technologies, Internet & Intranet, e-CRM et IT Innovation.
-Nicolas Nadal, Manager Conseil Conseil en conduite du changement, travail collaboratif, organisation, AMOA & SI, IBM GBS Strategy & Change Consulting, et Nelwan Mili

Published in: Business
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DIVERSITE 2.0 = nicolas nadal sir paris 2.0

  1. 1. 11 mars 2010 Diversité et réseaux sociaux Nicolas Nadal – Nelwan Mili Conseil et Accompagnement sur le travail collaboratif Global Business Services –Strategy & Change
  2. 2. <ul><li>Présentation personnelle et sujets d’intervention </li></ul><ul><li>Mise en perspective historique et légale </li></ul><ul><li>3 Exemples IBM </li></ul><ul><li>une réorganisation - avec contributions collaboratives </li></ul><ul><li>un brainstorming mondial : l’ innovation jam </li></ul><ul><li>Aperçu du réseau social d’entreprise Lotus Connections </li></ul>
  3. 3. Référence interne IBM : IBM Marketing & Communication Réorganisation en mode collaboratif <ul><li>L'objectif de la mission : </li></ul><ul><ul><li>Dans le cadre de la réorganisation et de la fusion des directions Marketing et Communication d’IBM, contribuer aux échanges mondiaux sur la plateforme collaborative Thinkforward, en donnant à chacun une occasion de façonner l’IBM du futur . </li></ul></ul><ul><li>Les actions menées : </li></ul><ul><ul><ul><li>Interviews d’acteurs clés </li></ul></ul></ul><ul><ul><ul><li>Animation d’ateliers brainstorming </li></ul></ul></ul><ul><ul><ul><li>Formalisation de contributions </li></ul></ul></ul><ul><li>Les bénéfices : </li></ul><ul><ul><li>Développer des idées nouvelles </li></ul></ul><ul><ul><li>Motiver les équipes (~130 pers. en France, > 3000 au niveau mondial) </li></ul></ul><ul><ul><li>Piloter l’intégration des services au niveau pays </li></ul></ul>Extrait de la plateforme collaborative IBM Thinkforward « Be radical. More Inspiration. » Jon Iwata, VP Marketing & Communication
  4. 4. CONSTRUISONS ENSEMBLE L’ENTREPRISE DE DEMAIN 5 au 8 octobre 2008 An invitation to collaborate
  5. 5. Imaginez si…
  6. 6. ...Vous pouviez bénéficier d’un réseau mondial d’experts pour relever les plus grands défis.
  7. 7. … Vous pouviez avoir accès aux ressources du monde entier et offrir des solutions personnalisées à vos clients.
  8. 8. … Vous pouviez conquérir de nouveaux marchés en capitalisant sur le savoir-faire de vos partenaires, des leaders de pensée, et de vos clients.
  9. 9. … Vous pouviez avoir accès aux talents du monde entier et ouvrir votre entreprise à d’autres modes de pensée et de travail.
  10. 10. Maintenant imaginez de bénéficier de la stratégie et de l’expérience d’entreprises qui ont déjà transformé ces réflexions en réalité.
  11. 11. Qu’est ce qu’un Jam ? <ul><li>Le Jam est l’outil Web 2.0 de business collaboration d’IBM, une expérience unique de transformation d’entreprise qu’IBM affine et améliore depuis 7 ans. </li></ul><ul><ul><li>Discussions on-line organisées autours d’enjeux stratégiques. </li></ul></ul><ul><ul><li>Plusieurs milliers de participants du monde entier partageant idées et conseils au sein de débats animés par des modérateurs. </li></ul></ul><ul><ul><li>Une analyse en temps réel des discussions permettant d’identifier les grandes tendances et propositions d’action. </li></ul></ul>
  12. 12. Qui participe? <ul><li>Les précédents Jams ont permis de réunir des milliers de leaders et prescripteurs du monde entier dont les représentants des sociétés suivantes: </li></ul>Yazaki GM DuPont Telstra Shell Toyota Nokia Bharti
  13. 13. La suite d’outils IBM/Lotus Domino Mail, calendrier et applications Service de communications et collaboration Sametime Gestion des documents collaboratifs / équipes Quickr Réseau social d’entreprise Connections Communautés Blogues Profils Signets partagés Activités Page d’accueil Wikis Dernière Version 2.5 depuis août 2009
  14. 14. Décrire sa fonction, son rôle. Expertise et savoir faire Ainsi que les projets Identifier, developper et maintenir son réseau professionnel avec des collègues s Données du Profil étendu et paramétré ainsi que la vue dans l’organisation Tagger (marquer) ses collègues pour mieux les qualifier, les rechercher et rester en relation Position dans l’organisation Liens externes ou internes Micro blogging Inspiré du Mur de Facebook A titre d’illustration, le P rofil de l’intervenant sous Lotus Connections
  15. 15. <ul><li>Collaboration 2.0 disponible pour 340.000 collaborateurs </li></ul><ul><ul><ul><li>168 pays, 2k sites, 140k+ travailleurs distants </li></ul></ul></ul><ul><li>Annuaire BluePages: 601.385 profils; 1.2M+ de recherche par semaine </li></ul><ul><li>1.800+ communautés en ligne (147k membres et 1M+ messages) </li></ul><ul><li>Blogs ‘BlogCentral’ : 14.948 blogs, 131.411 entrées, 63.096 utilisateurs, 31.105 tags </li></ul><ul><li>Signets : 655.566 favoris; 1.674.329 tags; 13.854 utilisateurs </li></ul><ul><li>Activités : 59.639 activités, 518.756 entrées, 86.043 membres </li></ul><ul><li>4M+ messages instantanés par jour </li></ul><ul><li>Augmentation de 50% de la satisfaction liée aux recherches et des économies en million de $ </li></ul><ul><li>Réduction significative des coûts de déplacement en million de $ </li></ul><ul><li>Réduction significative des coûts de téléphone, e-mail… </li></ul>Les réseaux sociaux en action Les chiffres à IBM en 2008
  16. 16. Conclusion <ul><li>Oui.. </li></ul><ul><li>Avec de nouvelles possibilités de se distinguer </li></ul><ul><li>Attention toutefois aux tentations de profilage , de conformation… et de conformisme </li></ul>

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