Shortcuts – Bridging the Workplace Generation Gap – It Starts With a Text – NYTimes.com

The “old” management style was often harsh and combative, Ms. Satran said. The “young” style is more indirect and conciliatory.

“I grew up in a newsroom where everyone was confrontational,” she said. “The loudest guy won. That’s all changed, and older guys might not get it. Interrupting someone and being direct might not be effective.” Younger people, she said, tend to be more indirect; this isn’t necessarily bad or good, just different, and “for an older person who wants to survive and thrive, he needs to get on board with the changes.”

via Shortcuts – Bridging the Workplace Generation Gap – It Starts With a Text – NYTimes.com.

Facebook becoming big friend of small businesses — latimes.com

Facebook is not just for friends anymore. The free social networking site — blocked in many workplaces as a potential time-waster — is increasingly becoming an inexpensive marketing tool for small businesses.

via Facebook becoming big friend of small businesses — latimes.com.

Les entreprises allemandes twittent de bon coeur

Outre-rhin, Twitter devient un outil de communication comme un autre. C’est que montre un sondage réalisé par les agences Zucker.Kommunikation et Blatterwald auprès d’une cinquantaine de sociétés allemandes et de filiales de grands groupes internationaux en Allemagne. “Le nombre de sociétés à utiliser Twitter a sincèrement constitué une surprise pour nous”, commente un des responsables de l’étude. Ces entreprises affichent une moyenne honorable de plus de 600 “Followers”, soit des suiveurs – sur le site de microblogging et elles en suivent environ 300 en retour. Cinq d’entre elles ont plus d’un profil, qu’elles utilisent pour des produits spécifiques ou pour atteindre une cible en particulier.

via Les entreprises allemandes twittent de bon coeur .

Details soon on Italian program

Sviluppo Nucleare Italia, the joint venture of Enel and Edf, will lead the new nuclear renaissance in Italy – probably through a Mankala-type approach in which a consortium of consumers and suppliers which will share the financial burden in exchange for fixed contracts for cheaper energy. The idea is similar to that employed by Teollisudden Voima Oyj in Finland. During the meeting, Enel CEO Fulvio Conti invited the competitors ‘to invest together with us, in order to have a quota’ even though he clarified that Enel would not take leadership roles in the new reactor projects.

via Details soon on Italian program .

John Doerr and Jeff Immelt – U.S. Needs to Lead in Clean-Energy Future – washingtonpost.com

Chinese cars are more than one-third more fuel-efficient than U.S. cars. China is investing 10 times as much on clean power, as a percentage of gross domestic product, as the United States is. China is on track to create 150,000 jobs through the deployment of 120 gigawatts of wind power by 2020 — an amount equivalent to today’s global total and nearly five times America’s. As a result, China is already curbing its carbon emissions substantially. This year alone, it will abate almost 350 million tons of CO2, as compared with business as usual.

That’s as much as is emitted by Argentina.

via John Doerr and Jeff Immelt – U.S. Needs to Lead in Clean-Energy Future – washingtonpost.com.

La personnalisation est la clé du succès du 2.0 en entreprise

Pour encourager les collaborateurs à utiliser les outils 2.0 en interne, il est nécessaire de rendre ces derniers adaptés à chacun. C’est en tout cas le postulat de Dassault Systèmes : il vient de lancer un Intranet qui peut être configuré de manière individuelle, selon ses goûts et ses domaines d’expertise. “Plus qu’une collection d’outils technologiques, notre nouvel Intranet est un environnement riche et diversifié totalement personnalisable”, explique à L’Atelier Tarik Lebtahi, communication manager chez Dassault Systèmes. La plate-forme fonctionne à l’instar d’un jeu de Lego : le collaborateur construit son propre Intranet, à partir de briques corporate mais également de communautés.

via La personnalisation est la clé du succès du 2.0 en entreprise .

Le wiki ne remplace pas encore tous les outils de publication

Le rôle de la culture d’entreprise

Son rôle est notamment de s’assurer que plusieurs collaborateurs confirment avant la mise en ligne d’un contenu. Néanmoins, certaines entreprises privilégient l’un des deux outils pour permettre l’échange en ligne et mettre des informations à disposition des collaborateurs. Et Vincent Massol a remarqué que dans ce cas, la culture de l’entreprise compte beaucoup. Les sociétés traditionnelles, ou à hiérarchie rigide, se tournent plutôt vers des CMS. En revanche, les sociétés en réseau, plus modernes, utiliseront plus volontiers un wiki.

via Le wiki ne remplace pas encore tous les outils de publication .

Translators Wanted at LinkedIn. The Pay? $0 an Hour. (2009-07-02T19:14:27Z) http://tinyurl.com/nrjtg4

lelapin Translators Wanted at LinkedIn. The Pay? $0 an Hour. – http://www.nytimes.com/2009… 3 hours ago from Digg – Comment - Like

Original source : http://www.nytimes.com/2009/06/29/technology/start…

sofarsoShawn: How Twitter Will Change the Way We Live ~ http://www.time.com/time/business/ [...] http://tinyurl.com/lqdbnk

sofarsoShawn to sofarsoShawn’s feed, Twitter, Social Media Club, Social Media, Social Media Enthusiasts, RWW: The Future of Tech How Twitter Will Change the Way We Live ~ http://www.time.com/time… [Front page Canadian edition; business section US edition] 1 hour ago – Comment - Like Mona Nomura, Murat Buyurgan, Patricio Sarmiento and 5 other people liked this Waiting in the grocery aisle to buy all my organic vegetables I was in SHOCK & AWE to see this as Time’s COVER story. The worlds most respected and wildly circulated news weekly and a magazine which, he who shall not be named wrote some brilliant features for at one time. Anyways, it’s largely a fluff piece IMO (being a social media expert in training): Scoble & Louis Gray (et al) have trounced many of the points made time and again here on FriendFeed or maybe they have more to reply as to this piece. So here for your perusal: – sofarsoShawn 3 more comments Agreed it leaves a bad first impression. Only last summer, people would give a blank questioning (but interested) stare when you said Twitter but this skipped right past recognition of the service over to an eye-roll reaction. – Jess I think that reaction is justified, shrugging Twitter aside for the most part, as it is backed up. However, the general thesis/main point the article comes up with in “How it will change are lives” is in the 2nd last para and a huge item that Scoble, Gray et al have failed to explore or touch on that I know of, is with the term they use “end-user innovation” which I like MUCH better and I think is more suitable than the term3rd party applications or …”There are several varieties of this kind of innovation, and they go by different technical names. MIT professor Eric von Hippel calls one “end-user innovation,” in which consumers actively modify a product to adapt it to their needs. In its short life, Twitter has been a hothouse of end-user innovation: the hashtag; searching; its 11,000 third-party applications; all those creative new uses of Twitter — some of them banal, some of them spam and some of them sublime. Think about the community invention of the @ reply. It took a service that was essentially a series of isolated microbroadcasts, each individual tweet an island, and turned Twitter into a truly conversational medium. All of these adoptions create new kinds of value in the wider economy, and none of them actually originated at Twitter HQ. You don’t need patents or Ph.D.s to build on this kind of platform.” – sofarsoShawn

Original source : …

Sonar6 rend l’évaluation annuelle permanente

Le classique entretien annuel de performance ne doit pas être un examen unilatéral. Pour l’entreprise néo zélandaise Sonar6, il doit au contraire être un échange constructif entre le manager et son collaborateur. Elle lance un logiciel accessible via Internet qui permet au salarié de connaître sur toute l’année sa position symbolique au sein de l’entreprise. Chaque employé possède sa propre page, sur laquelle il est représenté par des icônes. L’une d’entre elles est déplacée, au cours de l’année, par le manager sur différentes échelles qu’il a auparavant paramétrées : satisfaction client, qualité du travail, nombre de ventes… Ces déplacements symbolisent la manière dont l’employé a atteint les objectifs qui lui avaient été fixés.

via Sonar6 rend l’évaluation annuelle permanente .