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02/11/2016

THE NEW GLOBAL VILLAGE.Network of cooperating companies which complete each other seamless on the complete spectrum of Internet and communication.People, Regions, Countries, Firms, Departments, Knowledge, You

To stay in the game, your presence is critical.THE NEW GLOBAL VILLAGE.Network of cooperating companies which complete each other seamless on the complete spectrum of Internet and communication.People, Regions, Countries, Firms, Departments, Knowledge, You

WE PROVIDE COLLABORATION SOLUTION TO THE WORLD.

 The ability to reach the world. The capacity to change it.

 

It's what happens when the most advanced network on earth meets the world's richest content to take your business anywhere on the planet. A fast, secure, seamless global network. A full range of  services that meld network and applications to enable an array of rich content. One Planet. One Network. Infinite possibilities.

 

THE NEW GLOBAL VILLAGE.

E-GlobalNetwork's unique infrastructure, applications and Web hosting for Micro, Small and Medium-sized  Enterprises (SMEs) at Global, European, national or local level.

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The e-Global are a Network of cooperating companies which complete each other seamless on the complete spectrum of Internet and communication.

In this very vast Internet site we describe of course who we are, what we do, how we work and where you can find us.
Moreover you find a lot of interactive examples under applications. In ours port folio our projects have been placed. In the chapter news you, find articles which we have published in the past five years.

The Global Evolution

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Look to the Future, and what do you see? New life, new technology.

This is our vision of the future: inventing a better world in which you grow up.

 

Our Mission : Building Global Communication Networks.

 

People, Regions, Countries, Firms, Departments, Knowledge, Business Network,..., You !

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The World is our WorkplaceLet's work togheter.

Collaborate, Communicate, Connect...24/7/365.

The Infinite Archive. Storing bits for 100 years.

To preserve our knowledge base and cultures, we must find a way to save digital content for future generation.

E-GLOBALNETWORK drives our ambition of "prosperity for all" by working to create the best environment for business success in the World. We help people and companies become more productive by promoting enterprise, innovation and creativity. We champion French business at home and abroad. We invest heavily in world-class science and technology. We protect the rights of working people and consumers. And we stand up for fair and open markets in France, Europe and the World.

Reach the right prospects at the right time with E-GLOBALNETWORK

The benefits

It is no exaggeration to describe E-GLOBALNETWORK as a revolution for the marketing industry. For the first time, it gives businesses of any size access to the mass market at an affordable price and, unlike TV or print advertising, it allows truly personalized marketing. Specific benefits include: global reach, lower cost, 24-hour marketing, shorter lead times, a level playing field, personalisation, one-to-one marketing

Become our Partner

 

We believe in long-term, fair cooperations, built on mutual benefit, competence, responsibility and trust. We believe in partner networks where every partner contributes his know-how and professional competence to the realisation of successful business projects. We offer you a partnership where you keep your individuality and profit from our solutions and technology for ther realisation of  your own independent projects. Are you interested? Please contact  us!

We have dedicated our knowledge and experience, time and effort to provide our customers and business partners with state-of-the-art solutions and services that exceed their expectation of quality. We are determined to build successful long-term cooperations where our partners keep complete independence and rely on our professional services to stay highly competitive in a dynamic,  ever changing business environment.

Our highly-skilled partners provide know how to "retain good, identify and improve the weak points to ensure independence and the implication of future applications." We focus only our costumers, their aims, their conditions, their visions to develop their special solution.

 

E-GLOBALNETWORK is the most cost-effective way to promote your site on the Web.

To stay in the game, your presence is critical.

Registration offer great benefits.

For more information call us at  +33 (0)1 39 65 50 34 ,

or contact Business Development Representative, Stefan Raducanu

E-GLOBALNETWORK

+33 (0)6 21 97 47 99

01/11/2016

The 4 Collaboration Dimensions, Digital Workplace Collaboration Means More Than Documents,Yet when people write about "collaboration," they make a tacit assumption about what form the collaboration takes.

Digital Workplace Collaboration Means More Than Documents

 
moving a boat together
People assume collaboration comes in one shape and size. That's not the case PHOTO: Phil Dolby

It’s tempting to think that a suite of tools like Office 365 or IBM Connections will meet your collaboration needs. 

However, when I run focus groups to explore digital workplace requirements, asking the question “Where do you do your work?” is often revealing. Rarely is the response the intranet or a social network. Sometimes people answer "email," but more often than not the answer is "in a specialist system." 

Lawyers might work in a case management system, researchers in an electronic lab Notebook, developers in Jira and call centers in a customer service platform like Zendesk.

Yet when people write about "collaboration," they make a tacit assumption about what form the collaboration takes. In the SharePoint world it is usually multiple people working on a document, presentation or spreadsheet. In the enterprise social sphere it is closer to conversation, in Yammer or Slack for example. 

But when somebody makes decisions on a workflow request or plans resources for a work schedule, isn’t that collaboration too? 

When evolving our digital workplaces we run the risk of forgetting other forms of collaboration, and focus on just the things that Office 365 does. 

The model below reminds us of the other ways people work together. It’s essential that we factor these other forms of collaboration into our designs if our digital workplaces are to remain coherent.

The 4 Collaboration Dimensions

Two dimensions determine collaboration types: stability and complexity. Stable collaboration can usually be defined as a repeatable process, making it suited to workflow-type systems (so long as it isn’t too complex). If it is new or constantly changing, then less structured forms of collaboration are needed. 

Inevitably this gives us a 2 by 2 matrix (forgive me, I’m a consultant and can’t resist).

4 types of collaboration
Four types of collaboration

 

  1. Ad-hoc interaction: In new situations with low complexity, simple collaboration usually suffices. A phone call, quick meeting or even just a chat over the open-plan partition can do the job. People won't even know that they just used a process. However, this only works when the desired outcome is simple to explain. We’ve all seen this model break down when an email request generates a whole string of “What did you mean exactly?” exchanges.
  2. Embedded process: Well understood outcomes with few options lend themselves to a repetitive process — and make the cost of building it into a workflow system worthwhile. Examples in the digital workplace are HR request forms, facility bookings, rota scheduling and pretty much any kind of checklist. When you get many exceptions though, the complexity goes up. Most workflow tools can’t handle this well. That’s when people resort to email and it gets messy.
  3. Expert process: This is for when the outcomes are well understood and you want a systematic approach, but there's a possibility of exception cases and you require a level of judgement. Examples include surveying, fault diagnosis, insurance underwriting and health and safety assessment. If you take the insurance example, 80 percent of applications might fit the embedded process category and can be fulfilled by junior staff or even automated. Twenty percent will be unusual and need review, for example because there is a medical history or an unusual sport involved. Although the problem is complex, using tools that are too unstructured will lead to errors and a lack of auditability.
  4. Rich collaboration: Sometimes the situation is both complex and novel. Imagine a diagnosis where the symptoms are contradictory, or a set of customer requirements for which no service currently exists. Solving it may require some creative thinking, deep diagnosis, trial and error and even debate over what the requirements might be. Horst Rittel coined the term wicked problems for the most extreme of these. Using too restrictive tools will lead to frustration because the bandwidth of communication is too narrow.

Matching Collaboration Tools to the Job

Once you have a grip on the nature of the collaboration involved, it becomes easier to work out the right tool for the job. 

For example, document-based collaboration can work well for an Expert Process so long as the documents are adapted to the particular need. A safety specialist may have several spreadsheets with built-in macros that calculate risk, for example. This is good, but for a digital workplace to do this at scale requires version control to ensure everyone uses the same macros.

 

What collaboration tool to use, when
What collaboration tool to use, when

 

 

Conversely, Ad-hoc Interaction will feel suppressed if conversations are forced into a workflow system. You can see this in call centers where operators fill in a form, but then use post-its or desk-side conversations to explain everything that didn't fit in the form. Simple task-coordination tools like Trello or Office 365 planner can be enough to ensure things don’t get lost. And if the collaboration becomes systematic, then the task cards can become checklist templates.

Interestingly, checklists can help in several of the quadrants. In his excellent book "The Checklist Manifesto," Atul Gawande talks about pilots using checklists for both routine and emergency situations, such as engine failure. The checklist frees one expert up to focus on the essentials (flying the plane is often recommended) while the other pilot can systematically try to resolve the issue under pressure.

Gawande observed that not every workplace is sympathetic to checklists, with some seeing them as too simplistic. I’ve written before about how collaboration culture matters when it comes to choosing tools, but sometimes specialists collaborate in ways that necessitate different tools than everyone else. 

This can get tricky, because using a different tool will create silos. However, it's preferable to using an inadequate tool for the job. The solution lies not in forcing them into a standard, but in channelling the outcome of their work back into the tool everyone else uses.

Further Reading:

About the Author

Sam Marshall is the owner of ClearBox Consulting and has specialized in intranets and the digital workplace for over 15 years, working with companies such as AstraZeneca, AkzoNobel, Standard Life and BUPA. His current activities focus on intranet and digital workplace strategy, the business side of SharePoint, and the use of social tools for collaboration and internal communication.

 

Michael Polanyi famously wrote that “We know more than we can tell.” By David Hammer, CEO and Founder, Emissary, I founded Emissary to serve those people and the businesses that need their help.

By David Hammer, CEO and Founder, Emissary

At the beginning of 2010, my manager at Google asked if I'd be interested in heading up a team to build out a Demand Side Platform.

“Sure,” I responded. “What's a Demand Side Platform?”

“Go figure it out,” he told me.

I knew it would be no easy task. The concept, a relatively recent one, was still evolving in the nascent programmatic advertising universe. There was nothing to find on the internet to explain it. Worse, nobody at Google seemed to know anything about it, nor did I know anyone outside the company who could help. So I went to conferences, trying to network my way to the answer. There, I was met with hand-wavey, generalist answers from others who clearly were as clueless as I was. Months after I started my research, answers remained incomplete at best.

Eventually (and luckily for me), Google acquired Invite Media, which employed some of the savviest folks I'd ever meet in the ad tech world. It was their insights that laid the foundation for our product. Still, I was left with a nagging question: Why was what I had gone through so difficult? My problem had a solution and some people knew what it was. Why hadn't I been able to find them?

Three years later, having acquired some useful knowledge and with Doubleclick Bid Manager on track to becoming a multi-billion-dollar product, I left Google to strike out on my own. But to where? Once again something nagged at me: I knew all this stuff about Google, about ad tech, about product management, but most of it wasn't germane to my day-to-day focus on starting a company. I was sure it would be useful to someone, but who?

Occasionally, of course, an opportunity to share presented itself. A venture capitalist wanted me to talk to a portfolio company about entering the DSP space. A friend of a friend picked my brain about an idea he was working on. I met with a distant cousin who wanted a job at Google. Each time I was happy to oblige, even though I had no intention of becoming a consultant or anything like one.

These conversations, however, actually taught me a few things.

First, what seemed really simple to me was totally inscrutable to others. I was continuously amazed to discover that what I had to offer was of such value—it all was so basic to me. I didn't need to give detailed breakdowns of reorgs or explain the millisecond-level mechanics of real-time bidding; even top-line explanations provided sufficient detail to help those I spoke to re-architect their strategy.

Second, it felt incredibly rewarding to be so useful. I walked away from each conversation with a sense of fulfillment that I had rarely felt in my professional life. We're all familiar with the business-world paradox in which tons of exertion has a way of yielding only incremental changes. Now, though, it was clear that I was really moving the needle. What's more, these meetings allowed me to feel a casual sense of mastery that was rare in my day-to-day at Google.

Third, I couldn't be the only one who valued these opportunities. Looking around, I was struck by the fact that I was not alone in possessing untapped, invaluable knowledge. What we have learned just from working in our jobs day to day and year to year—the way a boss automatically ignores anyone who interrupts her, or how a single engineer can derail an entire project—is hidden treasure. To the person who is looking for it, of course.

Michael Polanyi famously wrote that “We know more than we can tell.” It's not true of everyone—certain “thought leaders” seem to quite comfortable telling much more than they know. But for every consultant actively drumming up attention and business, there are ten regular people who know just as much—and would be happy to share it, if only someone would ask.

  I founded Emissary to serve those people and the businesses that need their help.Every organization hungers for access to information that lives beyond their walls, but they don't know how to get it. Likewise, millions of people have valuable knowledge that they're not doing anything with. Our mission is to connect the two. We want to transform the way the world works by empowering people to share their experience.

We started by building an amazing community of people who have deep, tacit knowledge of the organizations they've worked at. We screen these Emissaries by hand and interview them extensively; more than 5,000 have joined our platform to date.

On top of that, we've created a scaled technology platform that's able to match them to the sales organizations that demand their insight, and have built communications channels to facilitate their relationships.

We've been operating quietly for the past year and a half, working with a number of sales organizations of all sizes to ensure we've cracked the code of how to reliably deliver game-changing Emissaries to clients. We're now proud to announce we've raised more than $10 million in Series A funding from an array of spectacular investors, with G20 Ventures and Canaan Partners at the forefront, and we're excited to share what we've learned with the larger world.

 
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