Monthly Archives

July 2018

Is your organization T-Shaped?

By | Immaterial capital
T-Shaped-organization

VEDALIS proposes an innovative approach to T-Shaped* diagnosis and presents its new Social Knowledge Management (SKM) pilot…

*The T-shaped management is a management model that promotes cross sharing and knowledge transfer at all levels of the organization (the horizontal bar of the T), while promoting individual expertise (the vertical bar of the T).

T-shaped management promotes improved competitiveness and performance as it enables organizations to capitalize on the expertise, knowledge and ideas to create value and open up silos.

The more the management system is T-Shaped, the more a company is able to:

  • Make fast and reliable decision making through the exchange of experiences and perspectives
  • Increase operational efficiency through sharing of expertise
  • Improve productivity through the transfer of expertise and best practices
  • Develop new opportunities through the dissemination of ideas and solutions

For Didier PLEGAT, VEDALIS CEO,Social Knowledge Management, three words that challenge companies. On the one hand, they refer to concepts and intangible benefits: knowledge capital development, innovation management, organization and collaborative networks. Far from the short term, tangible and measurable benefits. On the other side, they reflect what analysts confirm through their studies and their recommendations: knowledge networks created between sites, departments… are key factors for progress and competitiveness. In other words, on one side, uncertainties and risks relating to changes, on the other, promises of success and encouragement to action. In this context, the role of VEDALIS is to create bridges between strategy and operations, principles and applications, willingness and ability to do things. We are working tirelessly as shown in the availability of our new tools for the diagnosis and T-Shaped Social KM pilot. Both effective and easy to handle, they provide practical solutions to company problems in the study phase, design and framing of their Social Knowledge Management projects

Sharing knowledge to improve quality and efficiency

By | Immaterial capital
Partager les connaissances pour gagner en qualité et efficacité

Digital technology has brought employees closer together by boosting their interactions. We are all just a click away from our colleagues, which obviously makes it easier to share knowledge within organizations. With digital networking tools and collaborative platforms, the logic of Knowledge Management has evolved towards Social Knowledge Management, where employees and communities are the vectors of knowledge on particular issues. Also, each person has unique expertise and can react to relevant topics that are targeted for a personalized experience. It is also possible to ask questions directed at specific profiles, regardless of the position held, but in relation to their personal knowledge.

Enhance the final proposal made to clients

With shorter information retrieval channels, collaborative platforms not only improve efficiency but also quality within organizations. This sharing is equally beneficial for the final proposals made to clients by enriching projects from a human and technical point of view.

When to start?

The monopoly of knowledge is not only held by top management. Specific to each person, knowledge is an asset for a company that must strive to enhance it by carrying out sharing projects within its teams. To achieve this, these sharing exchanges must be accompanied by an evolution in the managerial posture.

 

Source: GAËLLE GINIBRIÈRE | Capital.fr | « Those companies where employees share everything ».

Photo Credit: Stephen STEFANCIK | unsplash.com

When human capital and public companies meet…

By | KM and HR
Les entreprises publiques, en quête d’une protection de leur capital humain.

« Public organization: The gamble of knowledge », is an article written by Said El Moustafaid and published on « L’Economiste.com ». It gives us a picture of public companies seeking to protect their human capital.

While the preservation of human capital has become part of the customs of private companies, it has been delayed for public organizations. Also, the New Public Management inspires companies in the sector to develop management models based on the private sector. In addition to the advantages provided by the company’s activities, knowledge is considered a key factor in the competitiveness of countries.

The knowledge economy and the risk of knowledge loss resulting from retirements are driving the public sector towards managing their knowledge. Therefore, a proactive attitude and sharing of experience must respond to these challenges. As the author mentions, the sustainability of organizational knowledge is the image of a “critical knowledge capture” within teams and their expertise.

Preserve tactical knowledge

Through his analysis, Dr. Said El Moustafid returns to the importance of human capital in the strategy of public companies. He also presents tactical knowledge, as the driving force behind these companies which is known only by its holders. Acquired through experience and specific to each individual, these skills constitute a strong added value, a subject of desire in all organizations…

Said El Moustafid, Doctor of Management Science offers his analysis in the light of Moroccan societal realities. The aging of civil servants is a major issue in this country where more than “45% of them are over 45 years old”.
Source: « Organisation publique : Le pari de la connaissance » – Said El Moustafaid | L’Economiste.com 

Photo Crédit: Sebastián León Prado | Unsplash.com

DAF and DRH, together to build the company’s strength

By | KM and HR
Valorisation du capital immatériel dans la collaboration DAF DRH

The Vedalis company has been cited as an example in the exploitation of big data

Considered as the performance lever and vector of social links, the ccooperation of the Administrative and Financial Director (DAF – Le directeur administratif et financier) and the Director of Human Resources (DRH – Directeur des Ressources Humaines) is an integral part of social management control. However, the link between them is part of a complex and sometimes contradictory pattern…

This white paper, published in September 2017, is the result of the collaboration between the National Association of Financial Managers and Management Control (DFCG – Directeurs Financiers et de Contrôle de Gestion) and the national association of HR directors (ANDRH – l’Association Nationale des DRH).
Together, they have developed four work paths and propositions to increase the efficacy of the DAF and DRH duo. Through the adopted approach, this report invites us to analyze the contribution of this binomial in the definition of the strategy while developing a shared social management control. In addition, it highlights the value of the immaterial created by effective cooperation and at the origin of a variable payment project.

Mastering the society that has become «agile»

In the light of the latest developments in labor law and the inversion of the «hierarchies of standards», this whitepaper advocates a better compromise between the economic and social dimensions.  With the emergence of an « agile » society, it is necessary «to measure and monitor the impacts on all levers of social performance».

In addition, organizations must be able to study the added value of their talents and measure social change. Also, the company Vedalis is cited as an example, at the crossroads of Electronic Data Management (EDM) and interaction between employees.

 

The whitepaper is available in French on the ANDRH website: Livre blanc, la coopération DAF-DRH au service de la performance de l’entreprise et de l’optimisation du lien social / DFCG-ANDRH