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Creating Knowledge Communities (2011)

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"Creating and Nurturing Knowledge Communities", May 2011

"Creating and Nurturing Knowledge Communities", May 2011

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  • You've got some great points in this presentation. Thanks for sharing it. Too often B2B enterprise companies forget many of these concepts and just rely on their size and reputation to 'make' a community.
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Creating Knowledge Communities (2011) Creating Knowledge Communities (2011) Presentation Transcript

  • CREATING & NURTURINGKNOWLEDGE COMMUNITIESMarc Jadoul COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • WHAT IS “KNOWLEDGE” ? Knowledge is of two kinds: we know a subject ourselves, or we know where we can find information upon it. Samuel Johnson. 1709-1784 COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • KNOWLEDGE IS PART OF OURDAY-TO-DAY BUSINESS Knowledge is information, applied and re-used, not just collected … Capture “knowledge work” as daily work, instead of capturing knowledge separately… COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • THE BUSINESS VALUE OFKNOWLEDGE MANAGEMENT Knowledge workers spend up to 30% of their working day looking for data. Managers spend 2h/day Only 44% of corporate searching for information, users can find the (internal) 50% of found information file they are looking for. is of no value. “The average Intel employee “If HP knew what HP dumps 1 day a week trying knows, they would be to find people with the experience & expertise plus the relevant 3 times more information to do their job.” profitable.” COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • THE KNOWLEDGE CREATING COMPANY “ In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. When markets shift, technologies proliferate, competitors multiply, and products become obsolete almost overnight, successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization, and quickly embody it in new technologies and products. These activities define the “knowledge- creating” company, whose sole business is continuous innovation. COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • “EXPLICIT” VS “TACIT” KNOWLEDGEExplicit KnowledgeArticulated knowledge, expressed and recorded as words, numbers, codes,mathematical and scientific formulae, and musical notations.Explicit knowledge is easy to communicate, store, and distribute and is theknowledge found in books, on the web, and other visual and oral means.Opposite of tacit knowledge.Tacit knowledgeUnwritten, unspoken, and hidden vast storehouse of knowledge held bypractically every normal human being, based on his or her emotions, experiences,insights, intuition, observations and internalized information.Tacit knowledge is integral to the entirety of a persons consciousness, isacquired largely through association with other people, and requires joint orshared activities to be imparted from on to another. Like the submerged part ofan iceberg it constitutes the bulk of what one knows, and forms the underlyingframework that makes explicit knowledge possible. COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • KNOWLEDGE MANAGEMENT ISA CYCLIC PROCESS tacit tacit socialization externalization tacit explicit tacit explicit internalization combination explicit explicit SECI model by Nonaka & Takeuchi, 1995 COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • THE KNOWLEDGE ‘SPIRAL’IS POWERED BY COMMUNITIES tacit community adoption externalization socialization informal communities tacit individual organizational explicit learning adoption formal organizations combination Diffusion, internalization application & value realization explicit COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • ESTABLISHING COMMUNITIESOF PRACTICECommunities of Practice (CoPs) are networks of individuals with common problems orinterests who get together to explore ways of working, identify common solutions, andshare good practice and ideas.• Puts ou in touch with like-minded colleagues and peers• Allow you to share your experiences and learn from others• Allow you to collaborate and achieve common outcomes• Accelerate your learning and provide the opportunity to innovate• Validate and build on existing knowledge and good practice CoPs are not about bringing knowledge into the organisation but about helping to grow (cross- organizational) knowledge that we can apply in our day-to-day business. COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • WHY DO PEOPLE JOIN COMMUNITIES? Incentives for participating Obstacles for not participating • Expressing themselves • Motivating people to engage • Supporting others • Getting people to come back • Listening & learning • Finding time to engage • Sharing knowledge • (Perceived) missing features • (Perceived) convenience • (Middle) management buy-in • Recognition • The culture of the organization • Power COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • HOW TO INCREASE THE ‘ACTIVE’PARTICIPATION RATE? As a community’s knowledge The more members a base grows, more members community has, the richer the will join to seek out that community’s knowledge base knowledge… becomes… The easier it is for members to As you connect content to connect, collaborate, and members and their profiles, contribute, the more members the more members will you will get and the richer the connect with each other and knowledge base becomes… form their own networks… A community usually needs at least 50 members, with 100 being a better target. COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • KEY COMMUNITY ROLES Endorses, enables and empowers the community, internally Executive and externally. Is able to envision the value of the Sponsor community over time to both the members as well as the organization. Define the community vision, focus, strategy, and direction. Champion(s) or Energizes the collaboration process and provides continuous Advocate(s) nourishment for the community. Communicate a sense of passion and guide the community towards its goals. Works directly with the champion and platform owner. Moderator or Responds to the needs of the community and promotes Facilitator* tools, recurring events, regular communications, and Contributions. Selected subject matter experts that start disucssions, help answer questions and assist the moderator to keep the Key Contributors community active. Are expected to be present on community calls and at meetings and regularly contribute in threaded discussions COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • BEST PRACTICES FORBUILDING A COMMUNITY 1. Identify the purpose and define the community 2. Find a sponsor and attract champions/advocates 3. Launch the community and develop the practice 4. Facilitate, manage and moderate 5. Monitor, celebrate and persist COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STEP 1: IDENTIFY THE PURPOSE ANDDEFINE THE COMMUNITYWhat makes a good community? Questions to ask…• Independent of organization • What is the goal of the community? structure ― based on what — Sharing expertise/experience on a specific ‘problem’ members want to interact on or ‘solution’ — Sharing a common interest, passion or concern• Different from teams ― based on — Need for a common platform for communicate and topics, not on assignments collaborate• Not sites, team spaces, blogs or • Are there overlaps with existing wikis ― but people who choose to communities? interact — Consider joining or expanding an existing community instead of creating your own• Span boundaries ― cross functions, • Is there an existing team that could organizations, and geographic be the core of a new community? locations. — These can be the initial members• Pick a broad a scope to start with ― • Is there an existing distribution list separate communities can be spun of people interested in the topic? off if warranted. — Use that list to invite people COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STEP 2: FIND A SPONSOR AND ATTRACTCHAMPIONS/ADVOCATES What makes a good champion? • Knows the subject • Is a good communicator • Understands cultures and behaviors • Has energy and authority • Understand social networks and endorses enterprise 2.0 principles • Is prepared to get his hands dirty • Can spend sufficient time on: ― Promoting the community ― Increasing membership ― Lining up the members ― Initiating discussions ― Asking and answering questions ― Posting information which is useful to the members COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STEP 3: LAUNCH THE COMMUNITY ANDDEVELOP THE PRACTICE Launch the community and develop the practice Appoint a committed community moderator/facilitator Launch the community collaboration platform Recruit/invite the initial members Communicate about the community Provide initial instructions and contacts for getting help COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • IMPLEMENT THE COMMUNITYCOLLABORATION PLATFORM COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • PROMOTE THE COLLABORATION PLATFORMTOWARDS COMMUNITY MEMBERS1. Make yourself visible as an expert and finding your peers and complements across the organization2. Share information about innovation, technology, markets, challenges, customers, competitors, solutions, best practices, business cases, etc.3. A state-of-the art and easy-to-use Enterprise 2.0 collaboration platform, already adopted by almost (number of users) of your colleagues...4. (CoI specific value propositions, incentives and benefits) COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • RECRUIT COMMUNITY MEMBERS• How to attract and recruit community members- Frequent executive reach out by the sponsor and advocate(s)- Post/submit articles on existing webpages, newsletters, blogs, etc. that reach your target audience- Use existing networks to inform possible members about your community- Send a one-time broadcast message to the entire population containing your target audience- Suggest to those with questions or interest in your topic that they join your community- Participate to discussions in other communities, to promote you community- Request that links to your community be added on all relevant web sites COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • “GETTING STARTED” INSTRUCTIONS Make yourself searchable Create a profile that contains basic information about yourself. It will enable people to find you when they need an expert in your field. Be sure to fill the fields related to your interests, your expertise and tags. Manage your information flows Personalize your Engage home page by adding “widgets” to filter and follow activity in the groups you belong to, on specific keywords/tags, certain peoples blogs, discussions in groups you follow, etc. Reduce email notification overload By default, the Engage platform will send you an email message when content you care about is added or changed. Engage provides you with some easy to use tools to help you manage Engage email notifications. Connect – Collaborate - Contribute Visit the “Getting Started” pages or contact (community manager) COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • MORE RECOMMENDATIONSFOR COMMUNITY MEMBERS… Use Projects Identify a formal activity launched within the community about a given topic. Projects should have clear deliverables and milestones and must be used for tracking associated activities, … Use Discussions and Mark them as Questions For very quick response and decision to a group of close questions: when a Discussion appears, it should become the priority for community members to come up with answers Use Blogs Share fresh information, news and updates e.g. markets and competition Global groups Architecture The Engage platform is not : • Aiming to replace Sharepoint • A document repository • Our "New Intranet" • A Project Management Platform A group should have a flat architecture. The best tool for a structured repository remains Sharepoint. COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STEP 4: FACILITATE, MANAGE ANDMODERATE• Keep the community active- Regular community call with a scheduled speaker- Face-to-face meetings of ‘local chapters’- Training sessions on community subjects of interest• Keep the collaboration platform alive- Create sponsor and advocate blogs- Sponsor and advocate replies and reactions to community posts- Post thought-provoking documents and polls to stimulate discussion- Publish a weekly summary of a community event- Republish useful links & interesting content from other communities• Increase content relevance and searchability- Categorize and add relevant content tags- ‘Move’ too old, irrelevant or obsolete information (don’t remove!)- One2one discussion of irrelevant/inapropriate content with the authors COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STEP 5: MONITOR, CELEBRATE ANDPERSIST• Monitor and measure the success of the community- Define and measure relevant and appropriate KPIs- Adjust/intervene when necessary• Recognize and celebrate- Focus on people and culture, not on content- Recognize key community members or contributions- Extend community recognition to organization recognition- Celebrate successes made possible by the CoI or the collaboration platform• Don’t give up- Recognize it will take time and resources, and that communities are not established ‘overnight’- Make sure the key stakeholders understanding social media and get their hands dirty- Advocates play a key role in promoting and growing the community COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • STOP REINVENTINGTHE WHEEL! COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • 25COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
  • 26COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.