Classes inversées : les comprendre pour en mesurer leurs effetsMarcel Lebrun
Communication lors de l'ABC-Day 2017 (ABC-Educ, Association Belge des Chercheurs en Education) du 21 février 2017.
Même si le phénomène de la classe inversée est relativement récent (Bergmann & Sams, 2012), les publications ainsi que les récents colloques et journées d'étude à son sujet démontrent son ampleur à la fois au niveau du nombre d'enseignants qui s'y intéressent voire s'y investissent et aussi par la variété des pratiques qui y sont présentées. Il est à noter que le concept initial de Flipped Classroom (les leçons à la maison et les devoirs en classe) s'est progressivement mais rapidement enrichi de modalités concernant à la fois les activités et interactivités en présence et à distance qui rendent de plus en plus difficile de discerner les conditions et les causes des effets supposés. On parle actuellement davantage de Flipped Learning voire d'un concept étendu et pluriel, les classes inversées (Lebrun & Lecoq, 2015). Dans ce dernier ouvrage, sur la base du cycle proposé par Kolb en 1984 (Experiential Learning) et de travaux sur les dispositif hybrides (Lebrun et al., 2014), nous avions introduit, de manière à la fois conceptuelle et pragmatique, une typologie a priori (à titre d'hypothèse) de ces classes inversées afin de rendre au mieux compte des pratiques observées et de leurs effets pédagogiques différenciés encore largement en débat. Selon nous, il s'agit d'un phénomène qui traduit au sein même de l'école, les mutations profondes (rapport aux savoirs et rapport aux rôles, par exemple) d'une société en mutation progressive.
Par cette communication, nous souhaitons présenter, au départ du foisonnement conceptuel et empirique porté par le concept des classes inversées, une validation cette typologie dressée sur différentes dimensions qui permettrait in fine de rendre mieux compte de certains effets induits par cette stratégie pédagogique. Une enquête large (Belgique, France, Québec, Suisse...) auprès d'enseignants pratiquant les classes inversées et une analyse fine des résultats (ACP, Clusters...), nous a en effet permis de valider les dimensions de la typologie présumée en la nuançant et en la contrastant en fonction des objectifs visés (compétences disciplinaires et/ou transversales), des disciplines enseignées, des activités assignées aux élèves ...
A l'aide de la typologie ainsi dégagée, nous montrerons, dans une première approche, le pouvoir de discernement de cette dernière en l'appliquant sur différents concepts véhiculés par les classes inversées (et pour lesquels des désaccords fortement marqués sont présents dans la littérature) tels la motivation des apprenants, les compétences requises et développées, les rôles et postures tenues par les différents acteurs, les activités proposées et finalement, dans une sorte de synthèse, la différenciation des enseignements et des apprentissages.
O documento discute o método pedagógico de role-playing (jogo de papéis), no qual os participantes assumem diferentes papéis em uma simulação. O role-playing promove a criatividade, flexibilidade e percepção subjetiva. Ele oferece benefícios como demonstrar a diferença entre pensamento e ação, aprimorar a compreensão do comportamento social e permitir a expressão de sentimentos. O processo envolve a preparação, representação e discussão dos papéis assumidos. Exemplos práticos incluem simulações de
ADEO - Architecture d'entreprise & Vitesse de transformationAlexandre Grenier
Retour d'expérience sur 5 années de pratique de l'architecture d'entreprise chez ADEO avec une analyse pragmatique de l'influence de cette démarche sur la vitesse de transformation omnicanale et numérique des entreprises du groupe.
Social Media and Business Schools: Strategic IssuesSandrine Prom Tep
The document discusses social media and its implications for business schools. It covers topics like consumer empowerment through social media, how organizations are using social media for marketing purposes like attracting and retaining customers, and outlines a strategic roadmap for developing a social media strategy including setting objectives, strategies, execution and metrics. It concludes that most business school stakeholders are active social media users, and schools need a comprehensive social media strategy to satisfy their empowered users.
Presentation I gave at Innotech in fall of 2008 on Practical Government and the importance of Open Data standards. kind derivative of others here... but I did promise I would publish it (though I'm a bit late...)
This document is a presentation on practical government use of internet technologies given in 2008 by Silona Bonewald. It discusses open data standards like microformats and OAuth that can make government data more accessible. It suggests allowing the community to illuminate and interpret government data through wikis, blogs, and other tools. Examples provided include the Library of Congress photostream on Flickr and IamCaltrain that crowdsource information. The presentation argues this is an inexpensive way for government to make data available to citizens.
Presentation on driving Enterprise2.0 Social Software Adoption in your organisation, featuring (but not exclusive to) Lotus Connections.
Delivered at Applicable Limited's Lotusphere 2010 Roundtable briefings.
Can social media work inside your organisation for ideas?Aden Davies
Aden Davies introduces himself as an Innovation Technician and presents information on social media and how organizations can engage customers online through platforms like Twitter, Facebook, and YouTube. He discusses the potential benefits of using social media to obtain customer feedback, share new ideas with customers, and get ideas directly from customers through sites like CommBank's idea platform. Davies suggests organizations could launch platforms to turn customer ideas into reality and shares examples like Kickstarter. He asks if these types of social engagement and community-building approaches could work for organizations internally and provides examples like StockTwits and MoneySavingExpert to illustrate high customer engagement. Davies acknowledges challenges of aligning social media with internal processes and the need for internal communities to have purpose beyond "sh
Presentation to major accounting & tax providers at AICPA CPA2Biz SaaS Roundtable in NYC on January 30, 2013. Covers three major themes: 1) Social Media adoption can be used to find and connect to early adopters/innovators; 2) A recent Deloitte/Sloan MIT study says business have three years to get "social"; 3) MACPA case study shows how to use social technologies to bend the adoption curve and establish your brand in a meaningful way.
This document is an invitation from the author to a fellow discussion group member to connect on LinkedIn and share the results of their 24 months of independent research on employee engagement. The author conducted research on how to engage a global corporate workforce, which they have developed into a concept called "Human Sigma Made in France". The author shares details of their research and concept, which draws from various sources on topics like organizational governance, personality psychology, employee engagement, and storytelling. The goal is to start a global discussion among stakeholders about new paradigms for running companies in the emerging global economy.
This presentation looks at "web2" in the context of human experience, suggesting that the social web as extension of "real life" means that it transcends the marketing-biased, "numbered web" hype that has typically surrounded it.
The slides focus particularly on the use of "social web" tools in the enterprise.
I will present these slides at Online Information 4th December 2008. See http://www.online-information.co.uk/online08/seminar_description_ims.html?presentation_id=442 for more information
Webinar presented by Lynne d Johnson, SVP Social Media, ARF (Advertising Research Foundation) to IPG (Interpublic Group), a global marketing communications and marketing services company, and its agency brands. Content: where social media is today as a real part of the media plan and the future of social media.
How can CPAs use social media to build their practices? Become thought leaders? Engage customers and employees? Tom Hood, CPA,CITP,CGMA shares his experiences as one of the top social media leaders in the CPA Profession since he started with his blog in 2006. He updates us with real stories of CPAs and adds the latest research on social media. He also highlights more resources to get you started, including e-learning, and on-site training available from the Business Learning Institute (BLI).
This presentation was made for the AICPA FVS (Forensic & Valuation Services Conference in Orlando).
Value of Social Media and Word of Mouth by David Wolff, Fleishman-HillardFleishman-Hillard
The document discusses the importance of being prepared for social media and moving from experimental use to integrated strategies. It emphasizes creating valuable content to drive conversation over simply broadcasting messages. Measurement of engagement and influence is key to understanding social media's impact. Organizing roles, community management, and issue response processes are also important to maximize opportunities and minimize risks from social media.
The document is an invitation from a LinkedIn member to fellow discussion group members to connect on LinkedIn and share their research on employee engagement called "Human Sigma Made in France". Over the past two years, they have developed a concept for engaging a global workforce based on lessons from various experiences and research integrating ideas from sources like Holacracy, sociocracy, behavioral economics, and the Myers-Briggs Type Indicator. They hope to start a global discussion among stakeholders about new paradigms for organizational governance in today's global economy.
Blogs, microblogs, podcasts, wikis, virtual worlds, social networks … and what they mean for your business. (Presented to the St. Louis Society of Association Executives on Nov. 17, 2009.)
iCrossing – Antony Mayfield, You and Your Web Shadow. 5th March 2010, Royal ...lilstu
This presentation was given to iCrossing clients on Friday 5th of March by Antony Mayfield about his upcoming book, Me & My Web Shadow. For more information about the book please visit: http://meandmywebshadow.com
S.T.O.P. - How social media affects every part of your businessAntony Mayfield
This was one of my favourite presentations of 2010, as it combines almost everything I'm interested in at the moment, from business strategy to personal digital literacy.
STC09 Social Media and User ExperienceEric Grandeo
This presentation provides an overview of social media, strategy, and how it integrates and supplements the User Experience Design Process. It reviews common tactics, techniques, and strategies to become involved in the conversation.
Social media has become a key marketing strategy for most businesses, but proving attribution and return on investment from social media campaigns remains a challenge. This document examines the problems with attribution and proposes new ways to think about measuring social media ROI, especially from "dark social" traffic sources that are difficult to track. It provides an overview of common social media metrics and discusses dark social traffic, which accounts for 84% of on-site shares but is untraceable through typical analytics. Correlating dark social traffic patterns with campaign timing may help estimate ROI and guide future marketing.
This document discusses how using social media and managing your online personal brand can significantly impact your career. It notes that an increasing number of tools like LinkedIn have become important for career development and advancement. However, using these tools effectively requires managing your online identity and reputation across various platforms. Anything you publish online can shape how others perceive you and last for a long time, so it is important to be mindful of what kind of impression your online content conveys.
This document discusses implications for content industries in light of changing customer behaviors and boundaries. It suggests that industries must evolve their concepts of products to focus more on services, experiences, and personalized customer relationships. Successful companies will build participatory cultures by tailoring values to customers and leveraging social networks for unique, individualized experiences.
This document summarizes Marc Fonteijn's presentation on service design. He discusses how the world is shifting from a focus on products to services, and how designers are needed to design experiences and services with people in mind. He outlines the service design process used by 31Volts, which includes research, concept development, prototyping, and implementation. The presentation concludes by assigning participants to create a customer journey map to map out the touchpoints in a service.
This document discusses how the world is currently in an age of disruption due to accelerating business evolution and technological change. Some key points made include:
- 80% of CEOs expect their businesses to be significantly disrupted in the coming years as the pace of change increases. Over 50% of Fortune 500 companies from 2000 are now gone.
- Business agility and the rapid introduction of new products, experiences, and responses to threats is now essential for companies to survive due to increasing disruption.
- Many jobs and entire industries have been disrupted out of existence since 2007 due to new technologies and shifting business models. Companies must change and adapt internally to the new digital era or risk disappearing.
- Traditional command-
The document discusses how the world is changing rapidly due to technology disruptions. Some key points made include that more than 50% of Fortune 500 companies have disappeared since 2000, 80% of CEOs expect significant disruptions to their businesses, and business agility is now essential. Examples of disruptions provided include e-commerce, robots, driverless cars, social networks, BYOD, and more. The document argues that organizations must change internally to remain competitive by embracing concepts like ecosystems, experiences, agility, digital transformation, innovation, the Internet of Things, and knowledge management.
This document discusses how work dynamics are changing in connected organizations. It notes that the world and businesses are accelerating faster than predicted, with more than 50% of Fortune 500 companies disappearing since 2000. It emphasizes that business agility is now essential to rapidly introduce new products and experiences, and respond quickly to threats. It provides several examples of how the world and behaviors have changed in just the last 10-15 years due to increased connectivity and digitalization. The document suggests organizations must also change internally to function effectively in this new environment, and discusses concepts like social networks, knowledge management, breaking down silos, and empowering workers.
The document discusses how the world is accelerating faster than predicted and how business agility is now essential. It provides examples of disruption across many industries through new technologies and changing customer behaviors. The key points are that organizations must change quickly, embrace new ways of working like digital transformation and knowledge sharing, and move away from command-and-control styles towards valuing mistakes and breaking down silos.
This document discusses the role of the Data Protection Officer (DPO) under the General Data Protection Regulation (GDPR). It outlines an agenda with topics on how to choose a DPO, avoid conflicts of interest, formally appoint the DPO, guarantee their independence, involve them in decisions regarding personal data, and inform staff internally. For each topic, it lists questions an organization should consider to ensure they are compliant with the GDPR requirements regarding the DPO. The presentation emphasizes that properly establishing the role of the DPO can help organizations rethink their internal processes to be compliant with privacy regulations.
This document discusses how the GDPR impacts digital marketing. It begins by providing context on the digital transformation and the importance of data. It then discusses the key aspects of the GDPR including territorial scope, definitions of personal and sensitive data, data subject rights, and responsibilities of controllers and processors. It notes that under the GDPR, companies must be able to demonstrate compliance. The rest of the document discusses specific implications for digital marketing like obtaining consent, managing cookies and third parties, international data transfers, and potential solutions like using contracts and considering the public interest. It concludes that while challenging, the GDPR presents an opportunity for digital marketing if companies adapt practices to prioritize privacy.
This document provides an agenda for a presentation on GDPR and digital strategy. It includes an introduction of the presenter, Jacques Folon, and his background and publications on privacy. The agenda covers the basic principles of GDPR, questions from attendees, and how GDPR relates to digital strategy. Specific topics that will be discussed include the purpose and requirements of GDPR, how it applies in Belgium, practical implementation steps, important points like privacy by design, and exercises. The presentation aims to help attendees understand GDPR and provide reassurance that being non-compliant is not too late to address.
This document discusses the balance between privacy and health measures during the COVID-19 pandemic in Belgium. It provides a timeline of events from March 2020 to March 2021, describing the various emergency measures and legal challenges. Key organizations like Human Rights Watch and the League of Human Rights have argued that the government's response has concentrated too much power without proper parliamentary oversight. Moving forward, the document suggests that respecting principles like separation of powers can help ensure both public health and civil liberties are protected during the crisis.
This document discusses data privacy and the General Data Protection Regulation (GDPR). It begins with an overview of the context and definitions related to GDPR, including personal data, processing, controllers, processors, and data breaches. It then outlines 12 key principles of GDPR, such as accountability, consumer rights, privacy by design, information security, penalties, and data privacy officers. The document concludes by discussing some of the consequences of GDPR for companies and the methodology for complying with its requirements, including risk analysis, records of processing, and training.
This document discusses various topics related to intellectual property rights (IPR) in 2021. It begins by introducing the author Jacques Folon and their background and credentials. It then discusses some criticisms of IPR and surveys that find many French internet users do not consider piracy to be theft. Other topics covered include the historical development of copyright law, debates around whether IPR constitutes a form of property, how IPR may limit research and art, the purpose of IPR, and categories of works that are protected by IPR like patents, trademarks, design, copyright, and neighboring rights. The document also discusses concepts like public domain, fair use exceptions, and new licenses like Creative Commons. It considers how IPR applies in the digital
The document discusses how the business world is changing rapidly due to digital disruption. It notes that most presentations and strategies will become obsolete very quickly. It provides examples of how the world has changed in just a short period of time due to new technologies and rising consumer expectations of personalization and convenience. The document argues that organizations must become more agile, innovative, and embrace new technologies in order to survive this period of massive disruption.
The document discusses how the world is accelerating faster than predicted with more than 50% of Fortune 500 companies disappearing since 2000 and 80% of CEOs expecting significant business disruption. It provides examples of rapid changes, such as how the memory in an iPhone X today is 2% of what an IBM computer had in the 1970s. The document argues that business agility is now essential to introduce new products and experiences rapidly in response to threats. It also discusses how behaviors and jobs are changing, with the rise of robots, digitalization, data/knowledge sharing, social networks, security issues, and the need for flatter organizational structures.
The document discusses how the world is accelerating faster than predicted with more than 50% of Fortune 500 companies disappearing since 2000 and 80% of CEOs expecting significant business disruption. It provides examples of rapid changes, such as how the memory of an IBM computer from the 1970s is only 2% of an iPhone X's memory. The summary discusses how behaviors and industries are changing, with the emergence of robots, connected objects, changing jobs, and disappearing companies. It emphasizes that organizations must change quickly internally to adapt.
1. Master en gestion des ressources humaines
Techniques appliquées de GRH T
GRH et nouvelles technologiese
c
Introduction aux RH 2.0
h
n
i
q
u
e
s
Jacques Folon
a Partner Edge Consulting
Me p conférences Université de LIège
de
Chargé de cours ICHEC
p invité Université de Metz
Prof.
SOURCE: http://ictkm.files.wordpress.com/2009/07/social-media-bandwagon1.jpg
21. Le Web 2.0 c’est Web 2.0
les amis et la conversation
Source: Tom Ollerton Associate Director
@_Skive_
21
@mrtomollerton 21
22. Définitions
Le Web 1.0 c’était (et c’est parfois encore) des monologues
d’entreprises vers des consommateurs (B2C) et des
monologues d’entreprises vers des entreprises (B2B)
Le web social ce sont des conversations entre personnes
physiques (C2C)
Le Web sémantique ce sont des conversations entre
machines (M2M)
29. Web 1.0 was Commerce
Web 2.0 is People
- Ross Mayfield
Web 2.0 seems to be like Pink Floyd lyrics:
It can mean different things to different
people, depending upon the your state of
mind.
- Kevin Maney
SOURCE : Satyajeet Singh(satyajeet.singh@yahoo.com)
31. No Products but Services
“There are no products, only solutions”
• Not what customer wants but why they want
• A problem solving approach
• Simple Solutions
SOURCE : Satyajeet Singh (satyajeet.singh@yahoo.com)
32. Customization
• Every individual is unique
• Some people want to be different
• Allow him to choose instead of forcing him to use what
you have made
• Make him feel home
e.g.
• My yahoo, Google Homepage, myspace
• Firefox extensions
33. Harnessing Collective Intelligence
Network effects from user contribution are the key to market
dominance in Web 2.0 era
The Wisdom of crowds – Users add value
• Amazon, ebay - User reviews, similar items, most popular,
• Wikipedia – content can be added/edited by any web user,
• Flickr – tagging images
• Cloudmark – Spam emails
SOURCE : Satyajeet Singh (satyajeet.singh@yahoo.com)
52. Donc les caractéristiques du web 2.0 sont:
L’intelligence collective et intégrée
Le timing 365/24/7 et ubiquité (partout en même temps)
Information et interaction au centre du Web 2.0
Le web est une plateforme de travail
Le logiciel est plus important que l’outil
La mobilité avec de multiples outils connectés
Des applications nombreuses
Customisation
Et en entreprise les RH sont au centre du dispositif ! ! !
58. 58
Source: Fred Cavazza : http://fr.slideshare.net/fredcavazza/dfinissez-votre-stratgie-sur-les-mdias-sociaux
60. SOURCE: WHAT IS SOCIAL MEDIA NOW Espresso http://brandinfiltration.com/WTF
60
61. SOURCE: WHAT IS SOCIAL MEDIA NOW
Espresso http://brandinfiltration.com/WTF
61
62. SOURCE: WHAT IS SOCIAL MEDIA NOW Espresso http://brandinfiltration.com/WTF 62
63. SOURCE: WHAT IS SOCIAL MEDIA NOW Espresso http://brandinfiltration.com/WTF
63
64. SOURCE: WHAT IS SOCIAL MEDIA NOW Espresso http://brandinfiltration.com/WTF
64
65. SOURCE: WHAT IS SOCIAL MEDIA NOW Espresso http://brandinfiltration.com/WTF 65
66. VOUS
VOULEZ ETRE
CETTE ENTREPRISE
QUI N’Y EST PAS ?
la question n’est plus
«devons nous y être?» mais
«comment y être de façon
optimale?»
SOURCE: WHAT IS SOCIAL MEDIA NOW
Espresso http://brandinfiltration.com/WTF
66
77. Social media context
• 98% of Belgium is
aware of Social
Media.
• 64% of Belgium is
member of at least 1
social network.
Source de l’image: http://previewnetworks.com/blog/social-media-stay-10/
78. • 36% in Europe post information about
Brands brands
• 53% reacts on comments and 51%
consults information.
• In Belgium, 25% of the social
networkers post information about
brands, 36% react on comments and
36% consult information.
79. En Belgique (source IAB)
• 37% des belges visitent un
nouveau site chaque jour
• 26% des belges ont un
smartphone
80. Qu’est-ce que les réseaux sociaux
numériques ont contribué à changer ?
80
85. Qu’est-ce qu’ils ont contribué à changer ?
85 SOURCE DE L’IMAGE: http://hanane.zevillage.org/news/le-marketing-viral
86. Qu’est-ce qu’ils ont contribué à changer ?
86 SOURCE DE L’IMAGE: http://www.lesnumeriques.com/divers/touche-pas-a-ma-e-reputation-enquete-a1548.html
87. Les média sociaux c’est surtout UNE
CONVERSATION et le consommateur
n’aime pas parler tout seul…
http://catherinewhite.files.wordpress.com/2009/08/social-media-conversation.jpg
89. Le monde a changé…
Cette école…
Source: http://school.stagnesofbohemia.org/OldClass5.jpg
90. Est parfaite pour apprendre ce type de métier …
Crédit: http://www.gutenberg.org/files/15595/15595-h/images/imagep158.jpg
91. Est-ce que cette classe de 2012 est tellement différente ?
Crédits: http://www.spacegrant.nau.edu/stargazer/Classroom%20group.JPG
Crédits: http://www.spacegrant.nau.edu/stargazer/Classroom%20group.JPG
95. Administr@tions Actionnaires
Soc de Banque
Service Push CONCURRENTS
Sous- Site Financier
Traitant Dématérialisation Partenaires
Producteur de des procédures
Web Machines
Sites d ’appel
Gestion Trésorerie Veille Concurrentielle et d ’offre
Co-ingienerie
C
Intelligence Economique
Télémaintenance
machines CLOUD
Veille Back-up
Site Technologique commerciaux
Extranet
de
crise Marketing L
EDI
Bureau
d’Etude Gestion $ Marketing
Publicité
social media
I
B2B
Supply Achats
Maintenance DG Vente Distributeur
E-biz
Fournisseurs Chain
E
Production
Recherche DRH SAV tracking
nouveaux
Fournisseurs Back-up Logistique N
E-learning techniciens Tutoring
Market-Place
T
Media
Sites de Tutoring SVP Télémaintenance
Télétravail sociaux
Recrutement
Fournisseurs
CLIENTS S
96. administrations Actionnaires
Soc de Service Banque
Push CONCURRENTS
Site Financier
Sous-Traitant
Dématérialisation
Producteur de des procédures
Web
Extranet
Machines
Sites d ’appel
Veille Concurrentielle
Gestion Trésorerie et Intelligence d ’offre
S
Co-ingienerie Economique
Télémaintenance
machines ASP Back-up
C
Veille Technologique
Site commerciaux
Extranet
de
crise Marketing one
to one
L
C T
EDI e-mailing, bandeaux,
M
$ I
E
Bureau Marketing
Gestion site promotionnel...
N
d’Etude
A
Supply Chain Publicité e-
T R
Managt B to B B to commerc
R
Maintenance DG
IN
Achats Vente
B DistributeurMarche
Fournisseurs
and E
Production
M P
C
DRH SAV tracking
R N
KM
Recherche
E
Logistique
nouveaux
Fournisseurs Back-up
E-learning Télé-Tutoring techniciens Tutoring
Market-Place
Télétravail
Sites de
Recrutement
SVP réclamations Télémaintenance
Club utilisateur
T
ournisseurs
CLIENTS S
97. SOURCE: The Future of Management” de Gary Hamel
http://www.duperrin.com/2008/05/18/entreprise-20-management-20-rh-20-et-culture-20-selon-jon-husband/ 97
98. Meet Charlotte
ENTREPRISE 2.0
DU POINT DE VUE
DES EMPLOYES
urce: http://www.slideshare.net/TheShed/meet-charlotte
117. …if she misses a meeting
she pulls the summary
minutes from a document
repository.
…if the minutes have been captured!
…if she knows where they are!
…if she has access privileges to them!
159. L’innovation change de sens
Source: http://fr.slideshare.net/infe/web-20-business-models-270855
Source: http://fr.slideshare.net/infe/web-20-business-models-270855
161. LA COMMUNICATION
SOURCE DE L’IMAGE: http://view.intercaresolutions.com/wp-content/uploads/2010/04/socialmediawordcloud.jpg
167. IL FAUT QUE LES RH PRENNENT EN COMPTE
LES NOUVEAUX PARADIGMES
•MOBILITE
•MONDIALISATION
•CLIENT CONNECTE
•COLLABORATEUR CONNECTE
•TRAVAIL COLLABORATIF
•INTELLIGENCE COLLECTIVE
•GESTION DU TEMPS
•UNIVERS DE TRAVAIL VIRTUEL 167
174. For more information
• https://www.mckinseyquarterly.com/wrapper.aspx?
ar=2431&story=true&url=http%3a%2f
%2fwww.mckinseyquarterly.com
%2fBusiness_and_Web_20_An_interactive_feature_2431%3
fpagenum%3d1%23interactive&pgn=buwe09_exhibit
• Free registration needed !
174
175. Les RH au centre des changements
De culture d’entreprise
De gestion des outils (BYOD)
Du passage du contrôle à la confiance
De l’introduction des RSE
Vers l’intelligence collective
De l’archivage numérique
De sécurité informatique
Etc.
“ I put it somewhere safe, but now I can’t find it.” Information overload age, Information silos, Information retrieval, Information anxiety, Search engine fatigue, Scarcity of attention
smartphones, dumbphones, e readers, tablets, netbooks, notebooks, desktops, smart TVs, game consoles and a whole lot more. the concept of the web becomes a lot bigger. and a bit more daunting as well.
But if you think about it this is actually just the beginning In addition to all our existing devices There’s a ton more connected devices right around the corner. But perhaps what’s more important than the things already in our periphery are these question marks. Nobody knows what the device landscape will look like even two years from now. I mean, you turn your head and...