According to an article published on October the 13th.in the French dairy “Les Echos”.
Facebook, LinkedIn, Viadeo, Twitter, and other 2.0 tools captivate millions of employees around the world. But they are shattering traditional ways of operating in firms: relation to time; geographical space; hierarchical relations; and sharing of information. In this constantly mutating universe, societies are looking for their paths…
Areva facing the secret’s dilemma:
One of the big stakes of the group is the transfer of knowledge: from the old to the young; from the inside of project teams and also to the outside (for public debates). In this sector there is the notion of “secret” matters. But the web 2.0 harnesses collaborative logics. In web 1.0, every document is declared as confidential, but with web 2.0, it is the contrary.
With these tools “the enterprise has no more wall” comments Serge Perez. After having discovered that millions of employees are on Facebook or LinkedIn mentioning Areva, the group proposed to its employees to add an application on their presentation page called “work with me”, presenting advertisements of the site “career”.
Moreover, on the Internet, debates about energy, nuclear activity and the environment are launched on blogs, forums or in communities.
Bouygues Construction constructed a virtual university:
Most of its employees being under 35 years old, one Bouygues collaborator in two uses web 2.0 in his private life. Bouygues thus decided to give them the same tools as in the firm. So since 2008, 500 employees have had access to a “2.0 university”. This campus enables them to favor “networking” between promotions, but also to go on to learn, because the virtual university is progressively enriched.
Schlumberger surveys its employees:
Schlumberger benefits from a Eurêka platform, allowing its employees to share information. In parallel, the InTouch space brings technical solutions to the workers and a Speedia wiki platform (a kind of glossary with important terms used in the firm). Shlumberger also has an internal “You Tube”, a repertory alimented by each member. Moreover, the group is now working on a phenomenon called “return on attention”. Internet has favored the access to information, making the interactions easier and continuous. The attention of the employees becomes scarcer and scarcer. The “return on attention” should enable this to rise it (or at least to preserve it).
Dassault spins a 8 000 threads net:
By February 2008, Dassault developed a gigantesque platform for all its employees. From China, Mexico, Japan or France, everybody can communicate on the Intranet. 300 communities have been created on the platform. Everyone can personalize their space; work on it; share photos. The system makes the production of knowledge easier as well as the communication and connection between employees. In the future, the tool could be open to clients and partners.
