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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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    Communities For Innovation - Presentation @ Unisys Communities For Innovation - Presentation @ Unisys Presentation Transcript

    • Communities for Innovation
      NirmalaPalaniappan
      KM Evangelist & Inventor
      http://nirmala-km.blogspot.com
      @nimmypal (Twitter)
    • 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! 
    • 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
    • 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
    • Communities - Knowledge
    • Communities – Domain Expertise
    • 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
    • Project management – Hierarchical, Matrix, Projectized (similar to communities)
      Movie Crews
      Projectized Organizations
    • TEAM
      Together Everyone Achieves Miracles
      Together Everyone Achieves More
      Brainstorming
      Conventional method to leverage on collective knowledge and generate new ideas
      Some Clichés
    • “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
    • 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
    • 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
    • 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
    • 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
    • What and When
      Going Beyond the Reasons why Communities Exist
    • 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
    • What, When
      http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729
    • 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
    • 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
    • Participation, Activity
      http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729
    • 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
    • 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
    • Who
      The People and their Importance
    • 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
    • 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
    • Communities
      Experts, Specialists
      Generalists
      Associated Domains
      Technologists
      Novices
      Customers
      Partners
      Ex-Employees
      Theorists and Academicians
      Who
    • 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
    • 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
    • Where and How
      How Communities Function, Success Factors, and the Innovation Cycle
    • Communities should not be purely virtual
      Right mix of activities
      • Knowledge Assets creation
      • Knowledge Sharing sessions
      • Debates
      • Conferences
      • Outings
      • Contests, Games
      • Q&A
      • Lessons Learned sessions
      • Best Practices sharing
      Where
    • 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
    • From Wikipedia
    • How
      • Organic growth
      • Inward and outward
      • Levels of participation
      • Public/private decision
      • Value, metrics
      • Learning and innovation
      • Find its rhythm & establish it
      From Wikipedia
    • Community Innovation Cycle
      http://www.slideshare.net/bhc3/tapping-communities-to-accelerate-corporate-innovation
    • 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
    • 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
    • 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
    • Finally
      Examples, Experiences, and Summary
    • 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
    • Social Networks Drive Innovation
      • You have to be a company that believes in and celebrates innovation
      • You must have an innovation project structure and support mechanisms
      • You must recognize and reward them
    • Oracle
      Collaboration
      Solutions
      Experts
      Networks & Communities
      Conversations
      Sharing & Reuse
      People
      Mentoring
      Stories
    • IBM
      Climate for Innovation – What Communities should be equipped with
      http://www.slideshare.net/elsua/apqc-2007-communities-hotbeds-of-innovation-at-ibm
    • 6,479 results in Amazon
    • 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
    • Thank You!
    • 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