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.

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Communities For Innovation - Presentation @ Unisys

  1. 1. Communities for Innovation<br />NirmalaPalaniappan <br />KM Evangelist & Inventor<br /><br />@nimmypal (Twitter)<br />
  2. 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! <br />
  3. 3. Why Communities?<br />What are Communities?<br />When should you form a Community?<br />Who should a Community comprise of?<br />Where should a Community function/meet?<br />How do Communities function /Innovate?<br />Examples & Experiences<br />Summary<br />Agenda<br />
  4. 4. Communities<br />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<br />
  5. 5. Communities - Knowledge<br />
  6. 6. Communities – Domain Expertise<br />
  7. 7. Communities of Interest<br />KM Groups that discuss, debate, share, predict, teach and keep track of anything relevant <br />PG Wodehouse – Articles, Books, Tools, Experiences, Feedback, on Books, Weekend Meetings and a lot more<br />
  8. 8. Project management – Hierarchical, Matrix, Projectized (similar to communities) <br />Movie Crews<br />Projectized Organizations<br />
  9. 9. TEAM <br />Together Everyone Achieves Miracles<br />Together Everyone Achieves More<br />Brainstorming <br />Conventional method to leverage on collective knowledge and generate new ideas <br />Some Clichés <br />
  10. 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”)<br />“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<br />Inspiration<br />
  11. 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<br />Organizational Innovation<br />From the Article, Innovation and Communities of Practice – <br />
  12. 12. The meta-capability of collaboration is the No. 1 competitive advantage in the innovation ecology<br />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 <br />Organizational Innovation<br />From the Article, Innovation and Communities of Practice – <br />
  13. 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<br />The shift toward multi-community membership is the most potent booster of the innovation potential of the enterprise<br />Organizational Innovation<br />From the Article, Innovation and Communities of Practice – <br />
  14. 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<br />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<br />Ideas from a community with a diverse profile are rarely likely to be rejected without evaluation <br />Why? – Intricacies <br />From the Article, Innovation and Communities of Practice – <br />
  15. 15. What and When<br />Going Beyond the Reasons why Communities Exist<br />
  16. 16. Communities – Purposes, Perspectives<br />Decision Making – Advisory in nature - Q&As, problem-solving <br />Expertise /Competence – Discussions, learning-training, peer assist, best practices sharing<br />Operations – Upgrading and distributing knowledge for daily use <br />Innovation – Fostering ideas, evaluating and expanding on them and implementing them<br />Strategic CoPs – Identified by top management<br />Project Communities - Distributed and situational leadership for a specific and temporary project <br />What, When<br />
  17. 17. What, When<br /><br />
  18. 18. What, When<br />Facebook<br />My Space<br />Twitter<br />Orkut<br />Wikipedia<br />Google Groups<br />Yahoo Groups<br />Wikispaces <br />Self-organized communities, with or without Social Network Analysis in the case of Organizations<br />Systematic Management effort to put together a community partly in tandem with hierarchical structures <br />
  19. 19. Composition & Character<br />Knowledge Brokers<br />Ex-employees<br />Multi-Community Members<br />Periphery<br />Learners<br />Key Champions & Influencers<br />Experts in Related Areas<br />External<br />Influencers<br />Core<br />Passive Specialists<br />Partners<br />Customers<br />
  20. 20. Participation, Activity<br /><br />
  21. 21. Participation, Activity<br />Domain<br />Services<br />Products<br />Processes<br />Business Models<br />Functional Areas<br />Technology<br />Solutions<br />Operations<br />Strategic Areas<br /><br />
  22. 22. Alignment between the innovation capacity of the communities and the strategic intent of the organization<br />Ideal communities are those that are self-sustaining, self-improving, self-evolving, and self-propagating <br />Critical Points <br />From the Article, Innovation and Communities of Practice – <br />
  23. 23. Who<br />The People and their Importance<br />
  24. 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<br />Who<br />From the Article, Innovation and Communities of Practice – <br />
  25. 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<br />Radical innovation needs people who are members in multiple communities, and play a role of “cultural translators” between them<br />Who<br />From the Article, Innovation and Communities of Practice – <br />
  26. 26. Communities <br />Experts, Specialists<br />Generalists <br />Associated Domains<br />Technologists<br />Novices<br />Customers<br />Partners<br />Ex-Employees<br />Theorists and Academicians <br />Who<br />
  27. 27. Who<br />One of the most coveted jobs of the future<br />Leadership<br />Vision<br />Subject Matter Expertise<br />Interpersonal Skills<br />People & Project Management<br />Picture /Cartoon from - Patrick Lambe<br />
  28. 28. Who<br />A Community Leader’s Most Important Trait<br />Monitor, Read<br />Discover, Learn<br />Follow, Invite<br />Create, Share<br />Explain, Blog/Publish<br />Update, Help<br />Interact, Respond<br />Motivate, Educate<br />Pursue, Share & Deliberate upon Knowledge<br />
  29. 29. Where and How<br />How Communities Function, Success Factors, and the Innovation Cycle<br />
  30. 30. Communities should not be purely virtual<br />Right mix of activities<br /><ul><li>Knowledge Assets creation
  31. 31. Knowledge Sharing sessions
  32. 32. Debates
  33. 33. Conferences
  34. 34. Outings
  35. 35. Contests, Games
  36. 36. Q&A
  37. 37. Lessons Learned sessions
  38. 38. Best Practices sharing</li></ul>Where<br />
  39. 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<br />When coordination is lubricated by trustful relationship amongst the players, then there is less friction, its transaction cost is lower and results are better<br />How - Knowledge Assets, Trust<br />From the Article, Innovation and Communities of Practice – <br />
  40. 40. From Wikipedia<br />
  41. 41. How<br /><ul><li>Organic growth
  42. 42. Inward and outward
  43. 43. Levels of participation
  44. 44. Public/private decision
  45. 45. Value, metrics
  46. 46. Learning and innovation
  47. 47. Find its rhythm & establish it</li></ul>From Wikipedia<br />
  48. 48. Community Innovation Cycle<br /><br />
  49. 49. Idea generation (Trust, Transparency, Knowledge Assets)<br />Evaluation (Knowledge Assets, Expertise)<br />Implementation (Coordination via trustful relationship – less friction, lower transaction costs, better results)<br />Commercialization (Customer communities to accelerate adoption) <br />Innovation Projects<br />From the Article, Innovation and Communities of Practice – <br />
  50. 50. Creativity tools<br />Brainstorming tools<br />Concept maps and mind maps<br />White boards<br />Workspaces <br />Six thinking hats, Collaboration games<br />Storytelling<br />Face to face meetings<br />Tangible and intangible outputs – papers, solutions, prototypes, learning, sense of belonging<br />Tools, Methods<br />
  51. 51. Customer communities of practice are particularly essential to accelerate the adoption of an innovation if it is highly complex<br />Customers - Commercialization<br />From the Article, Innovation and Communities of Practice – <br />
  52. 52. Finally<br />Examples, Experiences, and Summary<br />
  53. 53. IDEO – The Art of Innovation by Tom Kelley<br />Cross-pollination is the alchemy of innovation<br />The best products embrace people’s differences<br />When you are stuck, talk to all the smart people you know<br /> A team that works well together can be like an avalanche of energy and enthusiasm  <br />Examples, Experiences<br />From the book, The Art of Innovation by Tom Kelley <br />
  54. 54. Social Networks Drive Innovation<br /><ul><li>You have to be a company that believes in and celebrates innovation
  55. 55. You must have an innovation project structure and support mechanisms
  56. 56. You must recognize and reward them </li></li></ul><li>Oracle<br />Collaboration<br />Solutions<br />Experts<br />Networks & Communities<br />Conversations<br />Sharing & Reuse<br />People<br />Mentoring<br />Stories<br />
  57. 57. IBM<br />Climate for Innovation – What Communities should be equipped with<br /><br />
  58. 58.
  59. 59. 6,479 results in Amazon<br />
  60. 60. Be clear about the Purpose<br />Be sure about the People<br />Persevere, Progress one step at a time<br />Provide the needed support (Money, Methods, Tools, Training, Recognition, Rewards)<br />Measure/monitor and celebrate success <br />Summary<br />
  61. 61. Thank You!<br />
  62. 62. T<br />COMM<br />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<br />