Simplicity in the workplace - la Simplicité en entreprise
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Simplicity in the workplace - la Simplicité en entreprise
Review of initiatives aiming at simplifying procedures
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Le Faire-simple est-il si simple ?!

Le Faire-simple est-il si simple ?! | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
Le faire-simple est à la mode. Faire les choses simplement, simplifier son travail, utiliser des services plus simples … Est-ce si facile ? Comment procéder pour simplifier ?
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Making Management as Simple as Frisbee

Making Management as Simple as Frisbee | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
Complexity is no problem when you have the right heuristics.
Guillaume COLLAS's insight:

"Customers demand nothing less than "better, cheaper, quicker, and smaller," along with "more convenient, reliable, and personalized."

 

"Continuous innovation is now a requirement for survival."

 

"If we were to spell out the new set of heuristics that would help managers in day-to-day decision making, what would they include? I'll propose a few (and invite your additions in the comments):

 

* Communicate goals and let those doing the work self-organize. If a dog is trained to take only the steps its master commands, it won't catch the Frisbee. Similarly, telling workers what to do at every turn won't lead to the degree of agility that organizations now need.

 

* Keep your gaze on the customers. A focus on shareholder returns drives efficiency gains, but to get innovation and long-term success, an organization must delight its customers. This is difficult, because what will delight customers is continuously shifting and progressing. But manage it, and you become the industry leader.Work in short cycles. Because the environment features a complex interplay of changing customer desires, competitive responses, and more, it is wasted effort to map out linear work plans and prepare instantly obsolete reports. The energy should go into understanding how things are changing, and deftly tacking toward successful outcomes.

 

* Get continuous feedback to local decision-makers. Just as the Frisbee catcher relies on real-time observation of the Frisbee's flight, so people in organizations need up-to-date information about customers and how they are responding. With timely awareness, smart decisions can be made at the local level.

 

* "We" is smarter than "me". Traditional heuristics assumed that the smartest executive rose to the top, and that person's decisions required a bureaucracy merely to execute. Now firms compete on ideas, and recognize they must draw on the eyes, ears, and minds of many. The best are learning to enable collaboration among teams, networks, and ecosystems across organizational boundaries"

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James B. Glattfelder: Who controls our complex world ?

James Glattfelder studies complexity: how an interconnected system -- say, a swarm of birds -- is more than the sum of its parts. And complexity theory, it turns out, can reveal a lot about how the economy works.
Guillaume COLLAS's insight:

Partant des principes suivants :

1. Complexity is the result of simple rules of interaction

2. Every complex system (such as the world economy) is understood as a network of interactions

James B. Glattfelder résume les conclusions de son analyse portant sur une base de données d'entreprises internationales. Les noeux de notre économie sont les entreprises, les intéractions correspondent au pourcentage de détention des actions ainsi qu'aux droits de vote.

Cette analyse montre qu'une centaine d'entreprises peut ainsi contrôler 40 % de la valeur produite par l'ensemble des entreprises.

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Un quart des salariés passe plus d'une heure par jour à gérer ses mails

Un quart des salariés passe plus d'une heure par jour à gérer ses mails | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
61% des salariés qui ont accès à leurs courriels professionnels hors du bureau les consultent régulièrement le soir. Une source de stress pour la moitié d'entre eux, selon un sondage BVA publié le 14 décembre.
Guillaume COLLAS's insight:

avec l'incidieuse et omniprésente petite led rouge qui clignote à chaque mail reçu ... l'addiction est encore plus forte ...

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The Laws of Simplicity / John MAEDA - Law 10: The One

The Laws of Simplicity / John MAEDA - Law 10: The One | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
Simplicity is about subtracting the obvious, and adding the meaningful.
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The Laws of Simplicity / John MAEDA - Law 8: Trust

The Laws of Simplicity / John MAEDA - Law 8: Trust | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

In simplicity we trust.

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The Laws of Simplicity / John MAEDA - Law 6: Context

The Laws of Simplicity / John MAEDA - Law 6: Context | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
What lies in the periphery of simplicity is definitely not peripheral.
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The Laws of Simplicity / John MAEDA - Law 4: Learn

The Laws of Simplicity / John MAEDA - Law 4: Learn | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Knowledge makes everything simpler.

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The Laws of Simplicity / John MAEDA - Law 2: Organize

The Laws of Simplicity / John MAEDA - Law 2: Organize | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Organization makes a system of many appear fewer.

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8 Golden Rules of Interface Design

8 Golden Rules of Interface Design | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

This post presents in a funny way a relevant list of 8 principles dedicated to design human-friendly and efficient Interfaces :

1 - Strive for Consistency

2 - Offert Shortcuts

3 - Give informative feeback

4 - Walk user through more complicated tasks

5 - Offer simple error handling

6 - Permit easy reversal of actions

7 - Make the user feel in control

8 - Keep it simple (I love this one !)

Guillaume COLLAS's insight:

Traduction :

Ce billet présente de manière amusante une liste de 8 principes concernant la conception d'interfaces ergonomiques et efficaces :

1 - Tout faire pour proposer qq chose de qualitatif et de cohérent

2 - Offrir aux utilisateurs réguliers des raccourcis

3 - Offrir un retour d'information (feedback)

4 - Accompagner l'utilisateur dans les tâches plus compliquées

5 - Offrir de la simplicité dans la gestion des erreurs

6 - Permettre un retour arrière / l'annulation des actions

7 - Faire en sorte que l'utilisateur sente qu'il est maître de ses actions

8 - Faire simple ! (que j'aime celui-ci !)

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The antidote for overloaded consumers isn't more options at the store shelf, it's decision simplicity

The antidote for overloaded consumers isn't more options at the store shelf, it's decision simplicity | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Article about a paradox regarding consumers : giving consumers more product choices actually lowers their purchase satisfaction.

The antidote isn't more options at the store shelf, it's decision simplicity.

 

Article à propos d'un paradoxe typique des consommateurs : donner à ces derniers plus de choix de produits diminue en vérité leur satisfaction à l'achat.

Le remède n'est pas de donner plus de choix produits mais bien de  rendre la décision d'achat la plus simple possible.

 

 

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Formation Executive Certificate in Lean Six Sigma

Formation Executive Certificate in Lean Six Sigma | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

J'ai suivi cet été la formation "Executive Certificate in Lean Six Sigma" à l'Ecole centrale Paris, je vous la recommande ;)

Guillaume COLLAS's insight:

Pour vos projets d'amélioration de la performance, n'hésitez pas à me contacter car j'ai obtenu la certification Green Belt.

gchconseil @ live.fr (supprimer les espaces avant / après le @)

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7 tips for Simplifying Your Organization

7 tips for Simplifying Your Organization | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

"Over the past several years we have heard hundreds of managers talk about the negative impact of complexity on both productivity and workplace morale. This message has been reinforced by the findings of major CEO surveys conducted by IBM and KPMG [PDF], both of which identified complexity as a key business challenge."

Guillaume COLLAS's insight:

7 Key points and tips :

 

1. Get rid of stupid rules and low value activities

2. Clarify what your clients (internal + external) really want and do things to satisfy them

3. Prioritize again and again

4. Take the shortest path

5. Talk about current problems

6. Reduce the number of management layers

7. Redo steps 1-6 on a regular basis

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How Drucker Thought About Complexity

How Drucker Thought About Complexity | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
In the forces driving our age of discontinuity, he saw the need for management to change.
Guillaume COLLAS's insight:

Best of :

 

"it costs less to coordinate activity within a firm than across independent entities. At the time (80 years ago), this was a remarkably accurate description of the rationale driving the emergence of large corporations around the world."

"But times have changed. The cost and difficulty of coordinating activities across entities, on a global scale, is far lower now. The pace of change is accelerating and the degree of uncertainty increasing. Perhaps we need to move from a rationale of scalable efficiency to one of scalable learning — designing institutions and architectures of relationships across institutions that help all participants to learn faster as more participants join."


Major adaptations for individuals and insitutions :


" * The importance of lifelong learning in a rapidly evolving information society

* The need to decentralize organizations around employees — viewing them as assets capable of expanding growth rather than as fixed costs to be eliminated — and to move away from standardized and tightly-specified process flows

* The need for institutions to focus on building capability around core strengths — one of the reasons he was an early proponent of outsourcing as a way to simplify operations and to focus management on what really matters

* The importance of focusing on the dynamics of evolving economic and social processes rather than on static equilibrium models. "


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Abus de mails : « Le problème c'est la mauvaise utilisation de la messagerie »

Abus de mails : « Le problème c'est la mauvaise utilisation de la messagerie » | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it
Des entreprises américaines demandent désormais à leurs salariés de pratiquer le vendredi sans mails pour retrouver le goût du contact humain.
Guillaume COLLAS's insight:

L'abondance non maîtrisée / subie des mails a des effets très négatifs sur  l'ambiance de travail, sur la communication, sur la relation à son temps de travail ... Le vendredi sans mails permet de poser le sujet et de faire prendre conscience des difficultés, mais pour que les bonnes pratiques soient mises en pratique il faut un vrai tournant.

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UK Government defines 10 design principles to make e-gov simple

UK Government defines 10 design principles to make e-gov simple | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Here are the 10 design principles :

 

1 Start with needs
2 Do less
3 Design with data
4 Do the hard work to make it simple
5 Iterate. Then iterate again.
6 Build for inclusion
7 Understand context
8 Build digital services, not websites
9 Be consistent, not uniform
10 Make things open: it makes things better

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The Laws of Simplicity / John MAEDA - Law 9: Failure

The Laws of Simplicity / John MAEDA - Law 9: Failure | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Some things can never be made simple.

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The Laws of Simplicity / John MAEDA - Law 7: Emotion

The Laws of Simplicity / John MAEDA - Law 7: Emotion | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

More emotions are better than less.

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The Laws of Simplicity / John MAEDA - Law 5: Differences

The Laws of Simplicity / John MAEDA - Law 5: Differences | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Simplicity and complexity need each other.

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The Laws of Simplicity / John MAEDA - Law 3: Time

The Laws of Simplicity / John MAEDA - Law 3: Time | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Savings in time feel like simplicity.

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The Laws of Simplicity / John MAEDA - Law 1: Reduce

The Laws of Simplicity / John MAEDA - Law 1: Reduce | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

The simplest way to achieve simplicity is through thoughtful reduction.

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To Keep Your Customers, Keep It Simple

To Keep Your Customers, Keep It Simple | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Shifting the orientation toward decision simplicity and helping consumers confidently complete the purchase journey is a profound change, one that typically requires marketers to flex new muscles and rethink how they craft their communications.

Guillaume COLLAS's insight:

Traduction :

Réorienter ses efforts marketing afin de simplifier la décision du consommateur et accompagner ce dernier dans ses achats de sorte qu'il se sente en confiance ... tels sont les efforts qui vont inciter les marketeurs à découvrir de nouvelles recettes et à repenser leur communication.

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John Maeda: Simplicity patterns

http://www.ted.com The MIT Media Lab's John Maeda lives at the intersection of technology and art, a place that can get very complicated. Here he talks about...
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Want to Build Resilience? Kill the Complexity - Andrew Zolli - Harvard Business Review

Want to Build Resilience? Kill the Complexity - Andrew Zolli - Harvard Business Review | Simplicity in the workplace - la Simplicité en entreprise | Scoop.it

Examples to demonstrate that reducing complexity is key to enhancing resilience

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