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Le R.O.I. de l’intelligence collective enfin démontré. Alexis Nicolas se définit comme un “manager 2.0.” Son rôle est d’activer au sein de BNP Paribas une organisation en réseau afin d’améliorer le capital social de l’entreprise. J’ai rencontré Alexis lors de ma dernière conférence à l’IGS. Nous avons échangé sur la question du R.O.I. (retour sur investissement) de l’intelligence collective et trouvé des pistes très intéressantes que je souhaite partager avec vous dans ce billet. Le 30 janvier 2013, Alexis a publié un article dans Le Cercle – Les Échos qui est très éclairant et que je vous invite à lire : Voici un petit résumé de cet article (avec quelques copier-coller !) Le résumé de l’article ! Chacune à leur manière, toutes les entreprises veulent réduire le coût du travail. L’approche classique prône une recherche d’utilisation des ressources à 100 %. L’impasse sur le coût des délais ! Qu’en pensez-vous ? Related.

La capitalisation des connaissances comme prévention du risque. Ces dernières années, avec une force aussi soudaine qu’inattendue, la gestion des connaissances (knowledge management) s’est affirmée dans les entreprises comme un enjeu majeur. Cependant, la difficulté d’intégrer la dimension des connaissances dans la stratégie des entreprises et l’impossibilité de prouver un retour sur investissement ont freiné la réelle mise en place de dispositifs de capitalisation, transfert-partage ou création de connaissances qui soient au niveau des enjeux de cette nouvelle économie de la connaissance. Le problème du vieillissement des populations actives, avec son lot de départs massifs, a été un symptôme significatif et visible des lacunes des stratégies des entreprises, qu’elles soient publiques ou privées, en la matière. creux de connaissances Nos sociétés industrielles avancées ont accumulé un capital connaissance considérable. 1 - le knowledge gap (creux de connaissances) dû à un renouvellement de connaissances qui n’est pas suffisamment rapide.

Useo ETUDE RSE février 2011. 10 Semantic Apps to Watch. One of the highlights of October's Web 2.0 Summit in San Francisco was the emergence of 'Semantic Apps' as a force. Note that we're not necessarily talking about the Semantic Web, which is the Tim Berners-Lee W3C led initiative that touts technologies like RDF, OWL and other standards for metadata. Semantic Apps may use those technologies, but not necessarily. This was a point made by the founder of one of the Semantic Apps listed below, Danny Hillis of Freebase (who is as much a tech legend as Berners-Lee). The purpose of this post is to highlight 10 Semantic Apps. What is a Semantic App?

Firstly let's define "Semantic App". In September Alex Iskold wrote a great primer on this topic, called Top-Down: A New Approach to the Semantic Web. Now that we know what Semantic Apps are, let's take a look at some of the current leading (or promising) products... Freebase Powerset Powerset (see our coverage here and here) is a natural language search engine. Twine AdaptiveBlue Hakia Talis TrueKnowledge. These_GARROT_Elise.pdf (Objet application/pdf) Gestion des connaissances. Un article de Wikipédia, l'encyclopédie libre. La gestion des connaissances (en anglais knowledge management) est une démarche managériale pluridisciplinaire qui regroupe l'ensemble des initiatives, des méthodes et des techniques permettant de percevoir, identifier, analyser, organiser, mémoriser, partager les connaissances des membres d'une organisation – les savoirs créés par l'entreprise elle-même (marketing, recherche et développement) ou acquis de l'extérieur (intelligence économique) – en vue d'atteindre un objectif fixé.

Définition[modifier | modifier le code] Actuellement, nous sommes submergés d'informations. Les entreprises, les scientifiques ou même les particuliers sont maintenant obligés d'appliquer une stratégie dans le traitement et la transmission de l'information dans les activités de tous les jours : voter, travailler, chercher un emploi, gagner des marchés, etc. D'après des praticiens et des académiciens tels que R.

C. Tisseyre[2], Larry Prusak[3], J.Y. SI MARIÉ(? Ikujiro Nonaka. Ikujiro Nonaka (野中 郁次郎, Nonaka Ikujirō? , born May 10, 1935) is a Japanese organizational theorist and Professor Emeritus at the Graduate School of International Corporate Strategy of the Hitotsubashi University, best known for his study of knowledge management. Biography[edit] Nonaka was born in Tokyo in 1935 and as a child he lived through the Japanese defeat during World War II. His nationalist spirit led him to believe that, in order to avoid further humiliation, Japan should adapt its technological and organizational skills. After graduation Nonaka accepted a job in Fuji Electric, where he initiated a management program.

Work[edit] Works[edit] Nonaka co-authored The Knowledge-Creating Company with Hirotaka Takeuchi. The New New Product Development Game[edit] The SECI Model[edit] SocializationExternalizationCombinationInternalization Selected Bibliography[edit] Essence of Failure: Organizational Study of the Japanese Armed Forces during the World War II (with R. About Ikujiro Nonaka. Hirotaka Takeuchi. Hirotaka Takeuchi (竹内 弘高, Takeuchi Hirotaka? , born October 16, 1946) is a Harvard Business School professor and former dean of the Graduate School of International Corporate Strategy at Hitotsubashi University in Tokyo. Takeuchi holds an MBA and PhD from the Haas School of Business at the University of California, Berkeley, and BA from International Christian University.

He co-authored Can Japan Compete? With Michael Porter (Porter, Takeuchi & Sakakibara 2000) and has been described by BusinessWeek as one of the Top 10 “management school professors for inhouse corporate education programs” in the world. He has worked in the industry as a management consultant at McKinsey & Company and in advertising at McCann Erickson in Tokyo and San Francisco. Bibliography[edit] External links[edit] What is KM? Knowledge Management Explained. Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990.

Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition: "Knowledge management is the process of capturing, distributing, and effectively using knowledge. " This definition has the virtue of being simple, stark, and to the point.

"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. Both definitions share a very organizational, a very corporate orientation. From: Tom Short, Senior consultant, Knowledge Management, IBM Global Services Explicit, Implicit and Tacit Knowledge So what is involved in KM? Businesses Need Knowledge Management Strategies to Prevent Valuable Experience Leaving Expert Says. Manchester (PRWEB UK) 26 February 2013 Businesses are harming themselves by allowing valuable knowledge to walk out the door when employees move on, business mentor Paul Corney says.

Speaking to Kenny Goodman, from he offered a great insight into the importance of an effective knowledge management solution. He said: "In a nutshell, knowledge management is the ability to pull together the critical knowledge assets that you as a business have, and make sure they are shared in the best possible way.” "The biggest challenge is when people with vast experience depart from a company. Their networks go with them. " The interview also saw Corney – from - place particular focus on the roles of stories and narratives, which he believes are one of the best ways to protect knowledge within an organisation. He said: "The value of stories for me, are in collaboration, and engagement.

Avis d’expert : Le knowledge management : un retour sur investissement immédiat et durable par Pascal Bernardon – Tribune Management. Le départ d'un collaborateur est un événement coûteux pour l'entreprise qui n'a pas mis en place de politique de gestion des connaissances. Il suffit de faire le calcul... Cette période de crise dans laquelle nous sommes tombés depuis quelques mois est une opportunité ! Eh oui, je suis persuadé que les périodes difficiles nous obligent à mettre en œuvre toutes nos facultés et toutes nos intelligences pour dépasser les difficultés supplémentaires engendrées. Alors la situation se résume ainsi : 1. vous allez avoir des départs massifs en retraite ; 2. vous devez conserver les connaissances-clés des experts métiers qui partent ; 3. vous allez devoir intégrer de nouveaux collaborateurs et leur transmettre ces savoirs ; 4. vous subissez de plus des contraintes de compétitivité qui vous imposent de réduire, entre autres, les périodes d'apprentissage ; 5. et en plus c'est la crise...

Alors comment ne plus perdre les connaissances essentielles détenues par une partie importante de vos collaborateurs ? Le CNRS lance un nouveau portail pour les sciences humaines et sociales. Le CNRS lance un nouveau portail pour les sciences humaines et sociales Le CNRS lance Isidore, une nouvelle plateforme web de recherche et de diffusion pour les sciences humaines et sociales, offrant un accès unifié à plus d'un million de documents numériques. Accessible à partir du 4 avril 2011 depuis le site www.rechercheisidore.fr, il s'agit de la première plateforme de cette ampleur à utiliser les techniques du web 3.0.

Le CNRS vient de créer une nouvelle plateforme web de recherche et de diffusion pour les sciences humaines et sociales : Isidore. Avec elle, plus d'un million de documents numériques, édités et diffusés par les laboratoires de recherche, les bibliothèques universitaires ou encore les plateformes d'édition électronique en sciences humaines et sociales, sont mis à la disposition des internautes. Isidore a été conçu par le très grand équipement Adonis pour les sciences humaines et sociales du CNRS avec les conseils d'Atos Consulting. Le projet LERUDI : fiche signalétique. L’objectif du projet LERUDI (LEcture Rapide en Urgence du Dossier Informatisé du patient) est la mise au point et l’évaluation d’un prototype de moteur de fouille de texte, capable d’extraire en quelques secondes, des informations utiles voire déterminantes pour le médecin urgentiste, à partir de dossier médicaux électroniques.

Explications… Une application pour la recherche d’information en contexte En médecine, et particulièrement dans les situations d’urgence, la qualité et la rapidité du diagnostic conditionnent parfois la survie du patient : c’est la raison pour laquelle la quête d’information en contexte fait l’objet de travaux de recherche qui se justifient pleinement. Le projet LERUDI (LEcture Rapide en Urgence du Dossier Informatisé du patient) répond à ces enjeux capitaux. Pour en savoir plus, lire l’article « Les enjeux du projet LERUDI ». Déterminer les informations utiles au diagnostic à l’instant 't' Des compétences complémentaires au service d’un projet exigeant. The New Information Age. LinkedIn Founder Reid Hoffman said, recently, “that if Web 1.0 involved go search, get data and some limited interactivity, and if Web 2.0 involves real identities and real relationships, then Web 3.0 will be real identities generating massive amounts of data.” Reid is a visionary and certainly had this right.

But the information that Reid described is just the tip of the iceberg. We are already gathering a thousand times more data than that. The growth is exponential, and the innovation opportunities are even bigger than Silicon Valley can imagine they are. I’m going to explain why I believe this. Over the centuries, we gathered a lot of data on things such as climate, demographics, and business and government transactions.

This rapidly evolved into Web 2.0. But there is much, much more happening in the Web 3.0 world. In 2009, President Obama launched an ambitious program to modernize our healthcare system by making all health records standardized and electronic. Exploring the links between Computer Supported Co-operative Work and Knowledge Management. You are here: CSCW+KM HOME > TOPICS [Go to Teaching page] [Go to Publications page] History / context for these pages These pages were originally produced as on-line content for a short series of lectures to undergraduates at Sogn og Fjordane University College in Norway. The theme of the lectures was an exploration of the links between Computer Supported Co-operative Work (CSCW) and Knowledge Management (KM).

Overview of the material In each of the pages below you will find the material needed to support one, one hour lecture. If you wish to research these topics in their your time, you might wish to use the MIS links page as a starting point for this. Overview The following texts should provide you with a general overview of the key themes of these lectures: CSCW: History and Focus This paper provides an overview of CSCW and groupware.

Lectures The links below will take you directly to the lecture concerned. KM & CoPs. You are here: CSCW+KM HOME > TOPICS [Go to previous topic] [Return to Introduction] [Go to next topic] Lave and Wenger first introduced the concept of a Community of Practice (CoP) in 1991. Lave and Wenger saw the acquisition of knowledge as a social process where people can participate in communal learning at different levels depending on their level of authority or seniority in the group, i.e. whether they are a newcomer or have been a member for a long time. Central to their notion of a CoP as a means of acquiring knowledge is the process by which a newcomer moves from peripheral to full participation in the community as they learn from others; they termed this process Legitimate Peripheral Participation (LPP).

Since then, the notion of a CoP has now been expanded to encompass a far wider range of groups. The term Communities of Practice (CoPs) has now been applied to a range of different groups, from project teams to functional departments. Nonaka, I. and von Krogh, G. (2009). CoP: Best Practices. By Etienne Wenger [Published in the "Systems Thinker," June 1998] You are a claims processor working for a large insurance company. You are good at what you do, but although you know where your paycheck comes from, the corporation mainly remains an abstraction for you. The group you actually work for is a relatively small community of people who share your working conditions. It is with this group that you learn the intricacies of your job, explore the meaning of your work, construct an image of the company, and develop a sense of yourself as a worker.

You are an engineer working on two projects within your business unit. You are a CEO and, of course, you are responsible for the company as a whole. We now recognize knowledge as a key source of competitive advantage in the business world, but we still have little understanding of how to create and leverage it in practice. We frequently say that people are an organization's most important resource. Defining Communities of Practice Dr. An Analysis of Key Factors for the Success of the Communal Management of Knowledge by Isabelle Bourdon, Chris Kimble. An overview of the relationship between Distributed Collaborative Work and Knowledge Management.

The duality of knowledge. Karsten.pdf (Objet application/pdf) 0101012.pdf (Objet application/pdf) Kimble_2001b.pdf (Objet application/pdf) Computer Mediated Communications and Communities of Practice by Paul Hildreth, Chris Kimble, Peter Wright. Netvibes KM.