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        <title>Project Studio</title>
        <description><![CDATA[Organisation & Transformation in the Digital Age]]></description>
        <lastBuildDate>2026-04-17 00:32:51</lastBuildDate>
        <link>https://cc.socdy.com/projectstudio</link>
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				<title><![CDATA[Happy 2016]]></title>
				<description><![CDATA[]]></description> 
				<content:encoded><![CDATA[.]]></content:encoded>
				<pubDate>2016-01-18 14:15:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/happy-2016</link>
				<guid>https://cc.socdy.com/projectstudio/happy-2016</guid>
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				<title><![CDATA[From Growth to Corporate Hacking!!]]></title>
				<description><![CDATA[Beyond Growth Hacking lies a brand new territory: Corporate Hacking. But why and how should one hack his organization?]]></description> 
				<content:encoded><![CDATA[It has been a while since I took the time to write a new paper, simply because I have been busy over my head with little time for writing and exploring new ventures. In those two years it almost took me to start writing again, I have seen a number of new concepts emerge, some of the concepts I had delt with became mainstream (internal Social networks, Serious Gaming, Workspace Digitalization), while some are still below the radar.  

One of the new business concepts (or role descriptions) includes the so called 'Growth Hacker', which is just another way to say: plug some data analytic tools onto your systems, and see if you can enhance your processes by adapting them given the information you retrieve. This in order to be more efficient and focused in your digital acquisitions.

But is there a life after growth hacking? What if you are in a company where you have already plugged your analytics, performed your growth hacking, and are basically on the right business track? How can you still enhance your global performance (and not only your sales efficiency), and moreover are there any other resources you can still leverage on?

Moreover, once you have determined your course of action to maximize efficiency in your digital processes, how do you support them? How do you make sure that people underlying those processes are also efficient, and allow you to leverage your data? In other words, can one ripe the benefits of growth hacking without more than setting-up the right analytics tools?

*Efficiency* (and therefore global performance) is a matter of *adaptation of your organization to your business objectives*. If you have determined that you should change, say your on-boarding process to maximize client engagement on your solution, you need to make sure that your teams are able to follow on this new way of doing. Are they trained? Do they know what their new role will require? If your people are not trained to enforce new methodologies or processes, then you will fall short of succeeding. Where Growth Hacking is about technology, *Corporate hacking is about companies’ topography, about their organizational shape, and how to make them more efficient.*

It is in essence adapting the shape of the company in order to fulfill its objectives. It is as much about organizational growth, adaptation of existing processes or people development, as it is about revenue growth. It is about tweaking the organization and shaping it into a more adapted system. But not all of it! It is not about Change or Transformation, rather about adaptation, about shifting parts of the organization towards new goals in order to create a tipping moment where this new organizational behavior will take hold on the rest of the company.

It is done by setting-up dedicated units, departments, new rules of engagement; by setting-up a transformation program which includes a number of innovative initiatives which aim at renewing the way things are done; by enforcing new management rules, new tools and usages, new postures and new mind-sets.

But where does the hacking lie as this looks a lot like any other transformation program?

It lies in the way change or transformation is addressed. First *it needs to be clearly correlated to a gain in operational efficiency, business development, client service, or overall performance*. But the objective should not merely be to adapt to new technologies and environments in a reactive mode, but more being proactive about how we want to evolve and shape our organization.

Second, *it should be enforced at a local level first*, in pilot mode for testing, before being generalized to the whole organization. It should leverage on change agents and people heavily involved in the evolution of the organization efficiency, to set a new standard for operational performance. In a way, where growth Hacking evolves Digital Marketing towards a greater efficiency of the delivered message, and better product definition for customer satisfaction, Corporate Hacking ensures the best possible matching between business objectives, and organizational performance. It might consider the implementation of new production tools, new management practices, dedicated units or simply an evolution of already quite efficient processes. A good example which would fall under this category is Zappos, which completely reinvented its internal organization.

Are you ready to hack your own organization  to make it better??

 

 ]]></content:encoded>
				<pubDate>2015-06-15 16:30:59</pubDate>
				<link>https://cc.socdy.com/projectstudio/from-growth-to-corporate-hacking</link>
				<guid>https://cc.socdy.com/projectstudio/from-growth-to-corporate-hacking</guid>
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				<title><![CDATA[7ème Appel à projets Bond’innov]]></title>
				<description><![CDATA[Bond'Innov, les banlieues en mouvement!!]]></description> 
				<content:encoded><![CDATA[Date limite des candidatures : le 17 novembre 2014. Audition à prévoir pour les candidats retenus sur dossier : le 12 décembre 2014. Bond’innov est un incubateur de projets innovants situé sur le campus de l’IRD France-Nord à Bondy en Seine-Saint-Denis. L’offre Bond’innov Dans le cadre d’une avance remboursable en cas de succès, les porteurs […][Original article]<http://www.capdigital.com/7eme-appel-a-projets-bondinnov/>]]></content:encoded>
				<pubDate>2014-10-27 09:57:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/7eme-appel-a-projets-bondinnov</link>
				<guid>https://cc.socdy.com/projectstudio/7eme-appel-a-projets-bondinnov</guid>
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				<title><![CDATA[DRH : Après le rêve,  le retour du réalisme]]></title>
				<description><![CDATA[Resilience, frugalité, humanisme: jugaad!]]></description> 
				<content:encoded><![CDATA[[...]En cette période qui s'annonce un peu moins délicate que prévu sur le plan économique avec des chiffres enfin positifs sur la croissance dans les pays de la zone euro, et en particulier en France avec 0,5 % de croissance au deuxième trimestre 2013 selon les informations fournies par l'INSEE à la mi-Août 2013, les entreprises peuvent espérer un effet positif sur l'emploi en voyant leurs carnets de commandes mieux remplis.[...]

Où l'on reparle du Jugaad, et de ses conséquences en terme de RH. Car s'il est un domaine où l'on peut faire plus avec moins, c'est bien les RH.

 

Créer une organisation collaborative ne nécéssite pas d'investissement couteux. D'ailleurs, en règle générale, seul les cabinets de conseil mettent en oeuvre des solutions lourdes et couteuses en terme de changement organisationnel. Les entreprises s'adaptent au jour le jour, de micro changements en micro changements, et c'est bien là la définition de la frugalité dans l'innovation. Une logique effectuale (on fait avec ce que l'on possède), la volonté de faire mieux sans pour autant remettre en cause l'acquis, la conviction qu'en équipe on fait mieux et plus que seul, voilà quelques axes de développement de la pratique RH qui méritent réfléxion.

[Marciano Alves]<http://www.linkedin.com/profile/view?id=95753>

[Original article]<http://www.rhinfo.com/actualites/article/details-articles/enm/23258_79-drh-apres-le-reve-le-retour-du-realisme>]]></content:encoded>
				<pubDate>2014-03-13 08:15:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/drh-aprs-le-reve-le-retour-du-realisme</link>
				<guid>https://cc.socdy.com/projectstudio/drh-aprs-le-reve-le-retour-du-realisme</guid>
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				<title><![CDATA['Engagez-vous! Rengagez-vous! qu'y disaient']]></title>
				<description><![CDATA[Quand engagement rime avec désenchantement]]></description> 
				<content:encoded><![CDATA[[...]L’engagement n’est pas ce que les autres doivent faire pour aider l’entreprise, c’est que que l’entreprise peut faire pour leur donner envie de se mobiliser.[...]

Voici résumé en quelques mots par [Bertrand Duperrin]<https://twitter.com/bduperrin> tout le paradoxe de l'engagement. L'organisation croit que l'engagement est synonime de performance globale (ce en quoi ils ont raison), sans pour autant se poser la question de ce qui suscite de l'engagement, ni chercher à créer les conditions propices à son éclosion.

C'est bien dans le renversement de la façon dont sont considérés les collaborateurs que réside la solution. Si pour susciter de l'engagement, le management mettait simplement en oeuvre les mêmes tactiques et techniques qu'il utilise pour en susciter auprès de leurs clients....

Mettre l'usage au coeur du management....

[Lire l'article de Bertand Duperrin ici]<http://www.duperrin.com/2013/11/21/engagement-desengagement/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+bertrandduperrin+%28Bloc+Note+de+Bertrand+DUPERRIN%29>

 

[Marciano Alves]<http://www.linkedin.com/profile/view?id=95753>

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				<pubDate>2014-02-25 08:13:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/engagezvous-rengagezvous-quy-disaient</link>
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				<title><![CDATA[Collaborative platforms. Why users just don't show ?]]></title>
				<description><![CDATA[Why collaborative platforms don't work.]]></description> 
				<content:encoded><![CDATA[[...]For enterprise social networks to flourish, organizations must address apathetic employees, deployment challenges, and institutional disincentives to collaboration [...]

Users’ engagement is of the essence to get the most of collaborative platforms. Despite the many promises of collaborative work in the fields of innovation, management and general organisation, it seems that the use of appropriate tools is still difficult to implement. In the article I curate today, the author sees 4 clear principles that should be applied whenever implementing such platforms:

-  Empower an executive champion.
-  Build on early successes.
-  Revisit the incentives
-  Encourage Sharing, Support Your Executive Champion and Early Adopter

Overall, the use of such tools is linked to the degree of appropriation people have of it. If the tool is merely another 'nice to have bust such a waste of time' thingy, then it will not work. Users have to clearly understand the benefits the use of the platform will have for the organisation, but also for them. And because such tools are about collaboration, reviewing incentive and evaluation techniques is important because you cannot expect people to engage in group work while remaining individually evaluated. there has to be a degree of *collective performance evaluation*, so that collaborative and individual work remain distinct.

Also, it is better to ask end users what they feel about the tool that will be implemented to maximize adoption. Implementing a tool completely disconnected from the realities of your workforce often is counterproductive. People want to have now the same experience with Corporate IT Solutions, as they have with their mobile phones, or other digital devices: simple, easy to operate, user friendly, intuitive, ergonomic.... So giving them yet another labyrinthine system will certainly not favour adoption. 

Last, communities are important. You cannot expect people to follow leaders, and give in to some corporate desires of transversality and transparency if they are not exemplar. And in collaboration, it means that they are also responsible for group dynamics in a virtual environment. And that is no easy task. Without communities and leaders (champions), it is almost impossible to successfully implement collaboration solutions.

Have you identified your communities? Do you know your change champions? Did you ask end users what they would want as a tool and for what purpose?

[Read the full article here]<http://www.cioinsight.com/it-management/expert-voices/collaboration-platforms-users-dont-just-show-up.html-2/>

[Marciano Alves]<http://www.linkedin.com/profile/view?id=95753>]]></content:encoded>
				<pubDate>2014-02-19 08:10:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/collaborative-platforms-why-users-just-dont-show</link>
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				<title><![CDATA[How to overcome resistance to change...]]></title>
				<description><![CDATA[We resist, and yet.... we change. How to overcome change resistance.]]></description> 
				<content:encoded><![CDATA[Despite our best efforts, we do not change easily, and we fiercely resist forces that would drive us out of our comfort zone.

Yet change is necessary if not unavoidable, for the only thing that does not change... is the permanence of change. So, how should we address the problems raised by change management? Are we to consider it is just another issue of traditionnal management, or is it a domain of its own? Is there a way to specifically work around change management issues?

I believe change is about *acceptance*. And working on somebody's acceptance of an idea, a project is delicate. It does not involve traditional calculations such as cost/benefit, but a more complex set of interrelations between what is to be achieved through change, the expected benefits, but also how to do it, and the cost of opportunity. I often base my analysis on a simple yet powerful formula: the [*Formula for Change *]<http://en.wikipedia.org/wiki/Formula_for_Change>which was created by Richard Beckhard and David Gleicher.

[...]Three factors must be present for meaningful organizational change to take place. These factors are:

*D* = Dissatisfaction with how things are now;*V* = Vision of what is possible;*F* = First, concrete steps that can be taken towards the vision;

If the product of these three factors is greater than*R* = Resistance

then change is possible. Because D, V, and F are multiplied, if any one is absent or low, then the product will be low and therefore not capable of overcoming the resistance.[...].

In the original formula, the cost of change was also taken into consideration, but its complexity prevented it from being used as a management tool, like this version does.

There are many other ways to address change management issues. This one has the merit of simplicity and allows managers to determine where to reinforce their communications strategy in a nutshell.

Have you analyzed your points of improvement for change management? Do you know where your resistance will come from?

[Marciano Alves]<http://www.linkedin.com/profile/view?id=95753>

 ]]></content:encoded>
				<pubDate>2014-02-18 08:13:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/how-to-overcome-resistance-to-change</link>
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				<title><![CDATA[Why procrastinators procratinate. A time story]]></title>
				<description><![CDATA[I procrastinate, you procratinate, who doesn't?]]></description> 
				<content:encoded><![CDATA[Sometimes, we just take our time. In so doing, sometimes we miss important deadlines, but sometimes we also find new interesting ways of doing things by wasting our time. So giving time to time may not be a complete loss of time.

Procrastination can be deadly, but can also bring in a valuable ally: time. And since time is of the essence when it comes to creativity then maybe procrastination (or at least a degree of it) can become part of a creative process. 

Knowing how it works can certainly help muster the beast; I found a funny way of putting it that you can read [here]<http://snapme.ca/why-procrastinators-procrastinate/>.

Enjoy!

 

[Marciano Alves]<http://www.linkedin.com/profile/view?id=95753>

 

[ ]<http://snapme.ca/why-procrastinators-procrastinate/>]]></content:encoded>
				<pubDate>2014-02-17 08:10:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/why-procrastinators-procratinate-a-time-story</link>
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				<title><![CDATA[Klout, Pulse, Paper... Latest news on the wall front....]]></title>
				<description><![CDATA[Klout becomes Social, LinkedIn and Facebook turn to mass media... What next?]]></description> 
				<content:encoded><![CDATA[Just yesterday [Klout ]<http://klout.com/>announced officially that they revamped their website, to add new features.

Their email claims that: /'This new version was developed with one simple truth in mind: the best way to make an impact online is to share great content.'/

In the same time, Facebook launched '[Paper]<https://www.facebook.com/paper>', its new mobile app, and LinkedIn launched '[Pulse]<http://www.linkedin.com/today/?trk=today_home_top_today_control>' its featured news service. 

Interestingly, while these companies used to push people's contents publishing, they are now backing and favoring contents monetization, in other words, they want to make a living now. Placing sponsored contents and adds rather than letting people finding their own sources...It is true that due to the multiplicity of 2.0 contents, quality and pertinence have gone down as a whole. It becomes more difficult to find off-mainstream information, most of it has already been shared, reshared, liked and tweeted. It does not mean that it is the best possible information available, that these shared contents are the best... just that they are available, have been published in a way that guaranteed a better visibility,and so are more likely to be shared.

In the search for quality information, such apps allow for contents aggregation, some from your traditional sources (social networks, rss feeds...), and some carefully selected (and should I say negociated), mainstream media and contents providers. Institutionnal content, is often pertinent and of quality when it does not come down to pure marketing, but often, it is not properly distributed on networks, not shared and so it remains invisible. Creating great content is one thing, giving them visibility on Social Networks is another.

Hence the move by Klout, which allows for multiposting on your different social media accounts (FB & Twitter so far), as well as a scheduling feature.

All these features already exist in our app 'Social Dynamite' which allows for the creation of distribution scenarios, through the use of 'ambassadors' accounts who will automatically reshare the information, adding their network to the overall reach of the news. And so this last move from Klout does not surprise us, as we have been advocating the same thing for quite some time now:

Create great *content*, use social media to *spread* the news and *share*, *engage* and develop business and opportunities. Remember, sharing content for the sake of it might be pleasant and a great self image enhancer. But at the end of the day, what counts is how much business and notoriety you have generated.

 

[Marciano Alves ]<http://www.linkedin.com/profile/view?id=95753>]]></content:encoded>
				<pubDate>2014-02-14 08:57:12</pubDate>
				<link>https://cc.socdy.com/projectstudio/klout-pulse-paper-latest-news-on-the-wall-front</link>
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				<title><![CDATA[SIRH et développement RH]]></title>
				<description><![CDATA[Quel Benchmark pour les SIRH?]]></description> 
				<content:encoded><![CDATA[[...]Le deuxième volet du benchmark SIRH réalisé par le Cercle Sirh et publié en décembre dernier, souligne la pluralité des solutions utilisées pour certains processus et le fort taux d'équipement en la matière, notamment pour la formation. [...]

Les SIRHs deviennent une réalité bien implantée. Assistants de gestion de la fonction, leur capacité à prendre en compte toutes les dimensions administratives de la gestion de l'humain en entreprise permet de se concentrer sur des missions à plus haute valeur ajoutée pour le DRH. 

[Original article]<http://www.focusrh.com/strategie-rh/outils-rh-logiciels-rh/erp/sirh/a-la-une/sirh-et-developpement-rh.html>]]></content:encoded>
				<pubDate>2014-02-10 08:30:00</pubDate>
				<link>https://cc.socdy.com/projectstudio/sirh-et-dveloppement-rh</link>
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