Business Excellence | centrestage.de

Enterprise 2.0 geht nicht ohne Business Exzellenz

Auf dem 3. Dresdner Future Space am 19. Juni in der HomeBase Berlin fand ein Workshop zum Thema “Strategie 2.0” statt. In diesem Workshop sollten Ansätze, Erfahrungen und Einschätzungen diskutiert werden, wie durch innovative Web-Anwendungen eine neue Qualität des Strategieprozesses erreicht werden kann. Ghislaine Caulat, Ashridge Consulting, Marcella Gäb, T-Systems Multimeda Solutions und Frank Mattes (im Bild bei der Ergebnispräsentation), Hirzel Lederer & Partner moderierten diesen Workshop.

Die Diskussion im Kreis der versammelten Experten entwickelte sich in die Richtung, wie das Change Management bei der Einführung von Enterprise 2.0-Lösungen aussieht. Hier mein Mitschrieb zu den Diskussionsergebnissen des Workshops:

Konflikte und Ängste werden in den Web 2.0-Medien nicht unterdrückt, sondern im Gegenteil, sogar viel schneller an die Oberfläche gebracht und schnell in breiter Form sichtbar. “Krasser als im Real Live” nannten das die Workshopteilnehmer. Dieses Thema wurde auch unter dem Stichwort “Kompensation von non-verbaler Kommunikation” diskutiert. Diejenigen, die einen Prozess im Unternehmen unter Einsatz von Web 2.0-Anwendungen realisieren wollen, müssen daher unbedingt darauf vorbereitet sein, auf diese Konflikte und Ängste einzugehen.

Managementwerkzeuge: Fashion or Fit?

Die Unternehmensberatung Bain & Company untersucht seit dem Jahr 1993 weltweit, welche Managementwerkzeuge, gegliedert nach Branche, Unternehmensgrösse und Region, in den Unternehmen genutzt werden, wie zufrieden die Unternehmen damit sind und welche Trends in der Unternehmensführung erkennbar sind.

Die folgenden 25 Managementwerkzeuge wurden aufgrund der Relevanz für das Management und der Aktualität in die aktuelle Analyse “Management Tools and Trends 2007” einbezogen:

Balanced Scorecard, Benchmarking, Business Process Reengineering, Collaborative Innovation, Consumer Ethnography, Core Competencies, Corporate Blogs, Customer Relationship Management, Customer Segmentation, Growth Strategy Tools, Knowledge Management, Lean Operations, Loyalty Management Tools, Mergers and Acquisitions, Mission and Vision Statements, Offshoring, Outsourcing, RFID, Scenario and Contingency Planning, Shared Service Centers, Six Sigma, Strategic Alliances, Strategic Planning, Supply Chain Management, Total Quality Management.

How Failure Breeds Success

“The performance culture really is in deep conflict with the learning culture” is the message from the cover story in BusinessWeekonline on the value of failures:

“Indeed, for a generation of managers weaned on the rigors of Six Sigma error-elimination programs, embracing failure — gasp! — is close to blasphemy. Stefan H. Thomke, a professor at Harvard Business School and author of Experimentation Matters, says that when he talks to business groups, “I try to be provocative and say: ‘Failure is not a bad thing.’ I always have lots of people staring at me, [thinking] ‘Have you lost your mind?’ That’s O.K. It gets their attention. [Failure] is so important to the experimental process.”

Download the introduction of Experimentation Matters here. The six principles for managing experimentation and explaining how they can be used to drive innovative development can be found here.

Next Generation E-Learning and Knowledge Management

American economist Dr. Eilif Trondsen (SRI Consulting Business Intelligence) presented an E-learning framework that combines knowledge management, simulation, gaming and e-learning in their various forms. He went on to say that the previously rather formal learning process will become more informal, and explained that the Extended Internet is the most suitable method of communication to allow informal and individual learning networks to develop.

Launch the video presentation with synchronized slides here [Recorded: June, 2005 in Dresden, Germany. Duration: 00:36:20].

Dr. Eilif Trondsen, Head of the Learning On Demand Programme by SRI Consulting Business Intelligence, a spin-off of the Stanford Research Institute. The SRIC-BI combines content-based research programmes with corporate consulting. Over the past 25 years, Dr. Eilif Trondsen has developed extensive know-how in this area by managing and collaborating on various national and international projects. He is specifically concerned with electronically based learning (e-learning) and electronic commerce (e-commerce). Dr. Eilif Trondsen holds talks on developing strategies for e-learning, future developments in global business environments, e-commerce trends and strategic management planning at international conferences.

Career Stages:

Studied Economics at Jose State University, doctoral studies at the University of California in Santa Barbara.
Dr. Eilif Trondsen has taught Economics at San Jose State University, Chabot College and Saint Mary’s College.
Before working for SRIC-BI he researched oil and gas leasing deals, particularly in the North Sea.
He has written numerous reports and studies, and is the founder and chairman of the Emergent Learning Forum.

For more information please see: http://www.sric-bi.com.

Rethinking the Value of Talent

Jeffrey Joerres and Dominique Turcq in strategy+business on Rethinking the Value of Talent:

“Two significant barriers stand in the way of a more productive or strategic approach to recruiting, developing, and deploying employees.

First, many managers are reluctant to categorize people, for fear of appearing elitist.

Second, human resources departments typically classify individuals according to the functions or the business units “the vertical silos” in which they work, not how essential their roles are, or what experience or other personal qualities are required to perform the role. No attempt is made to classify people horizontally across functions or business units, according to how “business-critical” they are.”