Communities For Innovation - Presentation @ Unisys

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Material collated from various sources, including Slideshare, on the basics of Communities with focus on Innovation as their purpose.

Material collated from various sources, including Slideshare, on the basics of Communities with focus on Innovation as their purpose.

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  • 1. Communities for Innovation
    NirmalaPalaniappan
    KM Evangelist & Inventor
    http://nirmala-km.blogspot.com
    @nimmypal (Twitter)
  • 2. A significant portion of the material in this presentation has been collated from external sources and are not this author's own creations or experiences. All slides which refer to such material carry the hyperlink to the corresponding source (article/website/PPT) at the bottom of the slide. This presenter would like to thank all the original authors/writers for these wonderful inputs and confirm that her job was to primarily process and combine all the material in a meaningful manner and add some of her own thoughts at regular intervals! 
  • 3. Why Communities?
    What are Communities?
    When should you form a Community?
    Who should a Community comprise of?
    Where should a Community function/meet?
    How do Communities function /Innovate?
    Examples & Experiences
    Summary
    Agenda
  • 4. Communities
    In human communities, intent, belief, resources, preferences, needs, risks, and a number of other conditions may be present and common, affecting the identity of the participants and their degree of cohesiveness. - Wikipedia
  • 5. Communities - Knowledge
  • 6. Communities – Domain Expertise
  • 7. Communities of Interest
    KM Groups that discuss, debate, share, predict, teach and keep track of anything relevant
    PG Wodehouse – Articles, Books, Tools, Experiences, Feedback, on Books, Weekend Meetings and a lot more
  • 8. Project management – Hierarchical, Matrix, Projectized (similar to communities)
    Movie Crews
    Projectized Organizations
  • 9. TEAM
    Together Everyone Achieves Miracles
    Together Everyone Achieves More
    Brainstorming
    Conventional method to leverage on collective knowledge and generate new ideas
    Some Clichés
  • 10. “All really important innovations and changes normally start from tiny minorities of people who use their creative freedom”. EF Schumacher (Author of the book “Small is Beautiful”)
    “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead, Cultural Anthropologist
    Inspiration
  • 11. The future belongs to organizations that learned to truly unleash the creative powers of self-organizing project communities, knowledge networks, open source teams, and other new ways of work and learning, based on free associations of people who are passionate about what they do together. Communities of practice are in the center of this widening innovation movement
    Organizational Innovation
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 12. The meta-capability of collaboration is the No. 1 competitive advantage in the innovation ecology
    We nourish life with our generative relationships, as well as with value creation and exchange. Communities of practice are the “sweet spot” of those two dimensions
    Organizational Innovation
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 13. The fastest way to get smarter in any domain is to join its community of practice and this is a trend likely to expand its reach to all industries
    The shift toward multi-community membership is the most potent booster of the innovation potential of the enterprise
    Organizational Innovation
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 14. Shift in deeply seated mental models, the mutual inspiration and push-back necessary to radical innovation, are most likely to occur in high-trust relationships fostered by the communities
    People freely associating with another, combining their talents, and sharing their learning edges to complete projects or upgrade their skills and invent new ones, are the most generative source of permanent innovation
    Ideas from a community with a diverse profile are rarely likely to be rejected without evaluation
    Why? – Intricacies
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 15. What and When
    Going Beyond the Reasons why Communities Exist
  • 16. Communities – Purposes, Perspectives
    Decision Making – Advisory in nature - Q&As, problem-solving
    Expertise /Competence – Discussions, learning-training, peer assist, best practices sharing
    Operations – Upgrading and distributing knowledge for daily use
    Innovation – Fostering ideas, evaluating and expanding on them and implementing them
    Strategic CoPs – Identified by top management
    Project Communities - Distributed and situational leadership for a specific and temporary project
    What, When
  • 17. What, When
    http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729
  • 18. What, When
    Facebook
    My Space
    Twitter
    Orkut
    Wikipedia
    Google Groups
    Yahoo Groups
    Wikispaces
    Self-organized communities, with or without Social Network Analysis in the case of Organizations
    Systematic Management effort to put together a community partly in tandem with hierarchical structures
  • 19. Composition & Character
    Knowledge Brokers
    Ex-employees
    Multi-Community Members
    Periphery
    Learners
    Key Champions & Influencers
    Experts in Related Areas
    External
    Influencers
    Core
    Passive Specialists
    Partners
    Customers
  • 20. Participation, Activity
    http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729
  • 21. Participation, Activity
    Domain
    Services
    Products
    Processes
    Business Models
    Functional Areas
    Technology
    Solutions
    Operations
    Strategic Areas
    http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729
  • 22. Alignment between the innovation capacity of the communities and the strategic intent of the organization
    Ideal communities are those that are self-sustaining, self-improving, self-evolving, and self-propagating
    Critical Points
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 23. Who
    The People and their Importance
  • 24. The vitality of knowledge ecology--the rainforest of ideas, insights and inspirations - and innovation ecology depends on the same as the vitality of natural ecosystems: their diversity
    Who
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 25. Disruptive innovators – People with talent in multiple disciplines are better poised to see and connect the dots of breakthrough possibilities. These are ideally people with multi-community memberships
    Radical innovation needs people who are members in multiple communities, and play a role of “cultural translators” between them
    Who
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 26. Communities
    Experts, Specialists
    Generalists
    Associated Domains
    Technologists
    Novices
    Customers
    Partners
    Ex-Employees
    Theorists and Academicians
    Who
  • 27. Who
    One of the most coveted jobs of the future
    Leadership
    Vision
    Subject Matter Expertise
    Interpersonal Skills
    People & Project Management
    Picture /Cartoon from www.greenchameleon.com - Patrick Lambe
  • 28. Who
    A Community Leader’s Most Important Trait
    Monitor, Read
    Discover, Learn
    Follow, Invite
    Create, Share
    Explain, Blog/Publish
    Update, Help
    Interact, Respond
    Motivate, Educate
    Pursue, Share & Deliberate upon Knowledge
  • 29. Where and How
    How Communities Function, Success Factors, and the Innovation Cycle
  • 30. Communities should not be purely virtual
    Right mix of activities
    Where
  • 39. Innovation frequently recombines facts and assessments in existing knowledge and the relationships between them. Therefore, how well those community-based knowledge assets are organized and validated is a substantive factor of the organization’s innovation capacity
    When coordination is lubricated by trustful relationship amongst the players, then there is less friction, its transaction cost is lower and results are better
    How - Knowledge Assets, Trust
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 40. From Wikipedia
  • 41. How
    • Organic growth
    • 42. Inward and outward
    • 43. Levels of participation
    • 44. Public/private decision
    • 45. Value, metrics
    • 46. Learning and innovation
    • 47. Find its rhythm & establish it
    From Wikipedia
  • 48. Community Innovation Cycle
    http://www.slideshare.net/bhc3/tapping-communities-to-accelerate-corporate-innovation
  • 49. Idea generation (Trust, Transparency, Knowledge Assets)
    Evaluation (Knowledge Assets, Expertise)
    Implementation (Coordination via trustful relationship – less friction, lower transaction costs, better results)
    Commercialization (Customer communities to accelerate adoption)
    Innovation Projects
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 50. Creativity tools
    Brainstorming tools
    Concept maps and mind maps
    White boards
    Workspaces
    Six thinking hats, Collaboration games
    Storytelling
    Face to face meetings
    Tangible and intangible outputs – papers, solutions, prototypes, learning, sense of belonging
    Tools, Methods
  • 51. Customer communities of practice are particularly essential to accelerate the adoption of an innovation if it is highly complex
    Customers - Commercialization
    From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk
  • 52. Finally
    Examples, Experiences, and Summary
  • 53. IDEO – The Art of Innovation by Tom Kelley
    Cross-pollination is the alchemy of innovation
    The best products embrace people’s differences
    When you are stuck, talk to all the smart people you know
     A team that works well together can be like an avalanche of energy and enthusiasm  
    Examples, Experiences
    From the book, The Art of Innovation by Tom Kelley
  • 54. Social Networks Drive Innovation
    • You have to be a company that believes in and celebrates innovation
    • 55. You must have an innovation project structure and support mechanisms
    • 56. You must recognize and reward them
  • Oracle
    Collaboration
    Solutions
    Experts
    Networks & Communities
    Conversations
    Sharing & Reuse
    People
    Mentoring
    Stories
  • 57. IBM
    Climate for Innovation – What Communities should be equipped with
    http://www.slideshare.net/elsua/apqc-2007-communities-hotbeds-of-innovation-at-ibm
  • 58.
  • 59. 6,479 results in Amazon
  • 60. Be clear about the Purpose
    Be sure about the People
    Persevere, Progress one step at a time
    Provide the needed support (Money, Methods, Tools, Training, Recognition, Rewards)
    Measure/monitor and celebrate success
    Summary
  • 61. Thank You!
  • 62. T
    COMM
    This presentation was originally made to Unisys. So, this presenter attempted to communicate the power of Communities to Unisys in their own language – by taking the liberty of tweaking their logo to playfully demonstrate the similarity between their own capabilities vis a vis the capabilities of a Community