Community of Practices Best Practice


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This was the slides I researched for sometime to help my organization to build a Community of Practice to support Innovation culture. I will be very pleased if you can share your experience relate on how to build a successful CoP.

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  • Thanks so much Sucipto. I found this slide deck a great overview of CoP as I am preparing my presentation for a group that is forming a CoP organized around improving partnership between non-formal and formal educators in their region.
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Community of Practices Best Practice

  4. 4. BACKGROUND 4 Growth Information and knowledge Human absorptive capacity Time A world of rapidly growing knowledge …. Source : Cohen, WM och Levinthal, D A, Absorptive Capacity: A new Perspective on Learning and Innovation, Working paper, Carnegie Mellon University and University of Pennsylvania, October 1989
  5. 5. BACKGROUND 50% knowledge outdated 50% knowledge relevant First year of technical- based education Third year of education Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics, 5
  6. 6. BACKGROUND 6 ”No one knows everything No everything, everyone knows something, all knowledge resides in humanity.” networks. Source : Pierre Lévy, Collective Intelligence: Mankind's Emerging World in Cyberspace, 1997 Lévy 1997
  7. 7. BACKGROUND 7 Although the term “Networking”/ “Community of Practice” is g g/ y new, the community and the practitioners are not. Much of what people do in organizations occurs in the context of C f Communities/ Networking of P ii /N ki f Practice. i There is where best practices and innovations first emerge and where the solutions to shared problems are first identified. For this reason many companies encourage, promote, and support CoPs, especially in areas, processes and functions where an edge in performance provides a competitive advantage. Source : Fred Nickols , Community of Practice Overview, 2000
  8. 8. COP = GROUPS THAT LEARN 8 “A group of people who are informally bound to one A another by exposure to a common class of problem.quot; Brook Manville, Director of Knowledge , g Management at McKinsey & Co, May 15 2008 “Groups of people who share a passion for something that they know how to do, and who interact regularly in order to learn how to do it better.” Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  9. 9. COP Vs Project Teams j 9 Category PURPOSE MEMBER UNIFIER HOW LONG Communities of Create, expand Self-Selection Passion, As long as Practice and exchange based on commitment relevance to knowledge and expertise or and the topic and d l develop passion f a i for identification id tifi ti value and l d individual topic/ area with the group interest in capabilities and its learning expertise p together g Project Teams Accomplish a Have a direct Project’s goals Predetermined specified task role in and milestones – when project accomplishing has been the task completed Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  10. 10. Network of Individuals within a firm Time at firm < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs y > 15 yrs 10 Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics, Mattsson 2004
  11. 11. Uncovering networks in an organization Formal organization Informal organization Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics, Teigland et al. 2005 11
  12. 12. Dual loyalties y Organization Professional network Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics,
  13. 13. When you hire someone,… … “hire” his or her network. y Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics,
  14. 14. Encourage an open innovation attitude Closed attitude Open attitude Not all the smart people work for us. We need to work with smart people The smart people in our field inside and outside the company. work for us. If you create the most and If you make the best use of the best ideas in the industry, internal and external ideas, you will win. you will win. 14 Chesborough 2003
  15. 15. Participation in a variety of networks/CoP SOCNET Outside organization Inside organization Strong ties Weak ties Leveraging Networks for Tangible ResultsLeveraging Networks for Tangible Results Dr.Robin Teigland, Stockholm School of Economics,
  16. 16. “Managing” networks in Organization g g g 16 Before After 1. Uncover networks 2. Analyze networks 3. Improve connectedness Source: 05/Networks_and_Organizational_Change.pdf Anklam & Welch 2005
  18. 18. COMMON FOCAL COPS 18 1. A recurring, nagging problem situated in a process or function. 2. A topic such as technology, intellectual capital, p gy, p , knowledge management or innovation. 3. A work-related function or process such as supplier management, production, distribution, purchasing, customer service or sales 4. A profession such as engineering, law, medicine or f research. Source : Fred Nickols , Community of Practice Overview, 2000
  19. 19. BEST KNOWN COP 19 1. A recurring, nagging problem situated in a process or function. Case - XEROX COP formed by the copy machine repair technicians at Xerox Corporation. Through networking and sharing their experiences, particularly on problems encountered and solutions they devised devised. A core group of these technicians proved extremely effective in improving the efficiency and effectiveness of efforts to diagnose and repair Xerox customers’ copy machines. The impact on customer satisfaction and the business value to Xerox was invaluable. Source : Fred Nickols , Community of Practice Overview, 2000
  20. 20. BEST KNOWN COP 20 2. 2 A topic such as technology, intellectual technology capital, knowledge management or innovation. McKinsey - An informal community of consultants developed a new business line out of the knowledge they were sharing. World Bank - Practitioners at the build COP among client countries are in effect proposing a new approach to fi hti t fighting povertyt Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  21. 21. BEST KNOWN COP 21 3. 3 A work-related function or process such as supplier management, production, distribution, purchasing, purchasing customer service or sales Bank Mandiri – Customer Service COP produces guidelines for CS front-liners and help novice in CS to be competence.
  22. 22. BEST KNOWN COP 22 4. 4 A profession such as engineering law, engineering, law medicine or research. DaimlerChrysler – COP formed by Brake Engineers across production line (automotive, van to truck) produced and updated Ebok- Engineering Book of Knowledge
  23. 23. Case Study- IBM y 23 Driven by a knowledge economy, organizations need employees to become “knowledge workers”- to devise new responses and solutions for a rapidly changing marketplace. 1995, IBM Global Services began implementing a business model that included support for the growth and development of COP Focus on the Competencies of Organization Source : Last Accessed, May 21 2008
  24. 24. Case Study- IBM y 24 The domains of knowledge : g IBM core competencies Industry sector enterprise systems management, competencies application development development, automotive automotive, testing methods and practices, chemicals and petroleum, product platform, distribution, and organization change d i ti h finance and insurance insurance, “Go to market” competencies health care. e-business, package integration, total systems management, mergers and acquisitions, knowledge management
  25. 25. Case Study- IBM y 25 Today there are over 60 knowledge network communities (COP) with members from virtually every country that IBM serves. y y By the end of the year 2000, over 76000 p professionals had access to the ICM (Intellectual ( Capital Management) Asset-Web application and about 20,000 participated in some form of community activity. Many of these knowledge networks have existed for multiple years.
  26. 26. 26 Source : Last Accessed May 27 2008
  27. 27. 27 Source : www. Last Accessed May 27 2008
  28. 28. Example of COP’s Product p 28 Implementing a conciliation plan in medium size enterprises (Spain) Posted March 25th, 2008 by ignacio in conciliation Domain: Mainstreaming Brief overview: Step by step guide on how to develop a conciliation plan since conception to final implementation This guide offers a global vision on conciliation and on how conciliation can help enterprises become more effective and reach in a major degree their objectives, living at the same time solutions to the problems their workers may have have. Download on Added Value: Pragmatic and easy-to-follow guide. Potential users: ESF Managers ESF Promoters EQUAL Managers EQUAL Promoters
  30. 30. IMPORTANCE OF COP 30 • Said that operating units rely 74% % on communities to provide knowledge resources k l d • Said that communities set 66% standards that operating t d d th t units need to follow ti Source : Best Practices Report of 12 Companies ( Xerox, World Bank, DaimlerChrysler, Ford, Ernst & Young, etc) in Building and Sustaining Community of Practice: Continuing Success in Knowledge Management (2001 : APQC)
  31. 31. IMPORTANCE OF COP 31 “Organizations are webs of participation. Change the patterns g p p g p of participation, and you change the organization. At the core of the 21st century company is the question of participation. ii i At the heart of participation is the mind and spirit of the knowledge worker. You can not compel enthusiasm and commitment from knowledge-workers. Only workers who choose to opt in- who voluntarily make a commitment to their colleagues– can create a winning company” Source : John Seely Brown (VP & Director of Xerox PARC, ) People Are the Company last accessed May 21 2008
  32. 32. BENEFIT TO ORGANIZATION 32 SHORT -TERM VALUE LONG-TERM VALUE Improve Business Result Develop Organizational Capabilities •Arena for Problem Solving • Ability to execute a strategic plan •Quick answers to questions • Increased retention of talent •Reduce time and costs • Capacity for knowledge-development •Improved quality of decisions project •More perspectives on problems • Forum “benchmarking” against rest of •Coordination standardization & •Coordination, standardization, industry synergies across units •Knowledge-based alliances •Resources for implementing strategies •Emergences of unplanned capabilities •Strengthened quality assurance •Capacity to develop new strategies •Ability to take risks with backing of the • Ability to foresee technological community developments • Ability to take advantage of emerging market opportunities Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  33. 33. BENEFIT TO COMMUNITY MEMBERS 33 SHORT -TERM VALUE TERM LONG TERM LONG-TERM VALUE Improve Experience of Work Foster Professional Development •Help with challenges • Forum for expanding skills and •Access to expertise expertise •Better able to contribute team •Network for keeping abreast of a • Confidence in one’s approach to field problems •Enhanced professional reputation •Fun of being with colleagues •Increased marketability and •More meaningful participation employability •Sense of belonging •Strong sense of professional identify Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  34. 34. CASE : CoP Result 34 Source : (2002) Last Accessed May 27 2008
  35. 35. 35 COP- COP HOW DO THEY WORK
  36. 36. BASIC OBJECTIVES 36 To enable colleagues to learn from o e a o e through o e ab e co eagues o ea o one another oug the sharing of issues, ideas, lessons learned, problems and their solutions, research findings and other relevant aspects of their mutual interest; thus create the conditions f h l h for innovation To generate tangible, measurable, value-added benefits to the business. Foster the reuse of intellectual capital Enable better decision making Etc. Source : Fred Nickols , Community of Practice Overview, 2000
  37. 37. MISSION & OUTCOMES 37 Provide forum for community member to help each other solve everyday work problems; or Develop and disseminate best practices, guidelines, and procedures for their members to use; or Organize, manage and steward a body of knowledge from which community members can draw; or Innovate and create breakthrough ideas, knowledge and practice Source : Fred Nickols , Community of Practice Overview, 2000
  38. 38. CASE – XEROX : 38 BASIC GUIDING PRINCIPAL We should never create the same solution twice. If a solution already exists, it should be used rather then recreating a new solution. In addition, we should focus on continuously improving existing solutions We should make knowledge easily accessible in real time to our people, customers and partners. So u o s ou d Solution should be made available to everyone as soon as they are created. ade ava ab e o eve yo e soo ey a e c ea ed. We should create an environment where the organization highly values continuous learning and development for the future. We h ld W should recognize and reward people wh b fit th organization by i d w d l who benefit the i ti b creating, sharing and reusing. Source : Connie Moore, Best Practices: Eureka! Xerox discovers way to grow community knowledge and customer satisfaction. Posted Oct. 1, 1999 Last Accessed May 21, 2008
  39. 39. CASE : Hp – Goal of CoP p 39 Increase orders, revenue, and profits by: Reusing materials and expertise Avoiding redundant effort Avoiding making the same mistakes twice Taking advantage of existing expertise and experience Making it easy to find information and resources Communicating important information widely and quickly P ti t d d Promoting standard, repeatable service offerings t bl i ff i Providing methods, tools, templates, examples, & data to streamline selling and delivering Making scarce expertise widely available Showing our customers how we use our knowledge for their benefit g g Accelerating delivery to our customers Stimulating innovation and growth Enabling HP Services to leverage its size Making our best problem-solving experiences reusable Source : Knowledge Management in the Real World Lecture given at Lawrence Technological University Stan Garfield (HP-KM Team Member) , October 20, 2007
  40. 40. TWO TYPES OF COP 40 Self-Organizing g g Self-governing COP will add value to a company by : sharing lessons learned, acting as distribution points for best and emerging practices practices, providing forums in which issues and problems can be raised and resolved They are fragile in that attempts to manage or control them can result in the group members disbanding or going “underground” instead of underground sharing their expertise and knowledge more broadly. They are extremely resilient over time, they adapt. They can even evolve into a formal or sponsored CoP. Or they might disband If no CoP Or, longer deriving any benefit from their membership. Source : Fred Nickols , Community of Practice Overview, 2000
  41. 41. 41 Sponsored CoPs are initiated, chartered, and supported by management. expected to produce measurable results that benefit the company. They get needed resources and they have more formal roles and responsibilities. Even so, they are much more self-governing and wide- i h h i l f i l j ranging than the typical cross-functional project team.
  42. 42. COPS, ORGANIZATION STRATEGY & PERFORMANCE 42 Domain - provides a common focus; Community - builds relationships that enable collective learning; Practice – provide solution and value creation to stakeholders.
  43. 43. COPS, ORGANIZATION STRATEGY & PERFORMANCE 43 Knowledge Capital Applied -Problem Solving -Quality Assurance -Leveraging Communities of Business Process: Learning Practice Work Group; Teams Knowledge Capital Stewarded -Sharing -Documenting -Validating Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  44. 44. CASE: hp – KM Model p 44
  45. 45. CASE- hp Services Knowledge Flow p g 45 Customer Knowledge from HP/ Engagement Outside HP Value to Customer Reuse Invent Capture Roadmap KM Measures KCR Process Knowledge in People owledge Reinforcing and Policy Tacit ledge Behavior ervices Kno Other HP Knowl Knowledge in Repositories and Collaborative C ll b ti HP Se Explicit Workspaces
  46. 46. CASE – hp Defined Customer Engagement Roadmap Selling Understand Validate Qualify Develop & Negotiate Won Won Identify Opportunity Opportunity Develop & & Close Negotiate Implement & Ensure & Extend Expand Stage Customer Opportunity Opportunity Propose & Close & Deploy & Expand Roadmap Opportunity Opportunity Development Negotiate Stage Delivery Creation Evaluation & Bid & Close Opportunity Scope Bid Ts & Cs Change SOAR Events Assessment Approval Approval Approval Approval Opportunity SOW/SLA Delivery, Opportunity Key Profile, Lead Solution Contract Scope Change, Plan & Initial Deliverables Manager & & Bid & Order Risk Management, Bid Plan Bid Sponsor Up sell & Renewal Opportunity Bid OS Account, Start-up, Program and Account Qualification Assurance Win/Loss Delivery Status, Detailed Reviews Delivery & Closeout SOW, Lessons Close-Out Proposal Win/Loss Snapshot, Close-Out Project KM Content Project Profile SOW, Project Plan Win/Loss Learned Report Review Lessons Report Project Plan Review 46 Learned
  47. 47. CASE : hp -Knowledge Capture & Reuse 47
  48. 48. CASE : hp -Knowledge Map (I/2) 48
  49. 49. CASE : hp -Knowledge Map (2/2) p g p( / ) 49
  50. 50. CASE: hp- CoP Category 50 Professions • Professions ortal − Learning & Development driven ge Solution Communities S l ti C iti Knowledg @hp Po Networkk − Develop members to fit into a particular role, be proficient in this Specialty Forums role, and be able to deliver services from within that role − Motivation: master the profession p Communities are groups of people who • Solution Communities share a concern, a set of problems, or a − Focused on the particular topic passion about a topic, and who deepen their understanding and knowledge of this area by − Various roles can participate interacting on an ongoing basis. − Passion is focused on developing developing, Professions are communities of practice with selling, and delivering a specific the richest set of activities, governance, and solution set and becoming very structure. knowledgeable about the topic Solution Communities are for HPS portfolio − Motivation: sell and deliver expertly solutions that do not currently map to any of • Specialty Forums S i lt F the Professions – they can evolve to become Professions. − Loosely connected groups of people Specialty Forums are for niche topics that who want to learn about a particular don’t require formal communities but need topic threaded discussions for collaboration – they − No commitment in terms of can evolve to become communities. delivering something together − Motivation: ask and learn Source : Knowledge Management in the Real World Lecture given at Lawrence Technological University Stan Garfield (HP-KM Team Member) , October 20, 2007
  51. 51. Community Directory 51
  52. 52. CASE- hp CoP Member Profile p 52
  53. 53. CASE : hp- recognition (internal) 53 “KM St ” Stars” Source : Knowledge Management in the Real World Lecture given at Lawrence Technological University Stan Garfield (HP-KM Team Member) , October 20, 2007
  54. 54. CASE – hp – KM Stars tell stories p 54
  55. 55. CASE : hp- Knowledge Briefs Knowledge briefs are exactly that: short but detailed snippets of information on a variety of topics, whether they be aspects of established technologies or overviews of the latest IT trend. i f h l d The purpose of knowledge briefs is to share i f ti i kl information quickly, passing along i i ht ti and i l insights, tips d tricks, and other nuggets of knowledge to other HP employees. employees Awards are given to frequent knowledge brief contributors 55
  56. 56. CASE: hp Knowledge Brief – Example 56
  57. 57. CASE : hp Virtual CoP Forums Ad hoc threaded discussions Users can participate either by the Web or by email, and read by RSS Members interact with other people interested in a particular topic Ask questions, provide answers, share ideas, communicate trends There are forums for each of the Professions and Solution Communities, as well as many other subjects bj t Web Thread Email Thread RSS Feed 57
  58. 58. CASE : hp - Ask the Expert Forum 58
  59. 59. CASE: hp- recognition (external) p g ( ) 59 • Rewards HPS personnel who help raise customer awareness of HP S i bili i h h h Services capabilities through the publication of white papers, articles, bli i f hi i l and books, or who give presentations to recognized industry forums
  60. 60. CASE – hp encourage innovation (IP registration) i t ti ) The primary objective is to increase the number and quality of Invention Disclosures submitted to the Legal Department, thereby resulting in more and higher quality patents and a stronger patent portfolio for HP 60 20 Oct 2007
  61. 61. Comparing across firms Company A Ericsson HP R&D R&D R&D % Revenue from products d ’d i l t dev’d in last Poor High High three years Speed, time to market Medium Poor High End customer satisfaction Poor Medium High g 61 Teigland et al 2000
  62. 62. COP- GROUP LAYERING 62 Core Group (incl. COP Coordinator) Actively participate in discussion Active Group Attend meeting regularly and participate occasionally Peripheral Group Watching the interaction of the Core & Active group Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  63. 63. FRACTAL STRUCTURE FOR COMPLEX COPs 63 Local Coordinator Large Local Group Small Local Group Regional Group Global Coordinator C di t Small Local Group Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  64. 64. ROLES & RESPONSIBILITIES 64 Sponsor : The Sponsor communicates the company's support for a sponsored community (executives). The Sponsor may help remove barriers that obstruct community progress (e.g., time, funding and other resources). The Sponsor will also be instrumental in establishing the mission and expected outcomes for the community. Support by providing guidance, funds, visibility, legitimacy, or other means of clearing the way for communities to achieve results Champion : Provides enthusiasm and energy for organizing meetings and communications. Manager/employee who believes strongly that COP should be a primary mechanism for managing knowledge in the organization. Facilitator /Coordinator: Chief organizer of events, and the administrator of communications. The Facilitator is responsible for clarifying communications, drawing out the reticent, ensuring that dissenting points of view are heard and understood, posing questions to further discussion and keeping discussions on topic—all subject to the will of the group. This can be accomplished during face-to-face sessions or in virtual meetings. Members M b : Members interact with each other, sharing information, insights and experiences, participating in discussions and raising issues and concerns regarding common needs and requirements. Their primary responsibility is to participate actively, to learn and to share their learning. Practice Leader The Practice Leader is the acknowledged leader of the CoP. His or her leadership is based on competence, not rank or position. Leadership in a CoP can shift as the issues and concerns of the CoP shift. Practice Leaders always emerge; they cannot be appointed.
  65. 65. Case Study y 65 Individual Sponsors : p IBM- each COP has an executive sponsor who provides access to the top management team and thus gives the community a voice in management decisions Knowledge board: McKinsey, World Bank- executive group includes linemanagers and has senior-level perspective and influence to translate the firm’s business strategy into priorities for knowledge initiative. Office of CKO : Claricia Life Insurance – VP Strategic Capabilities sponsors the knowledge initiatives. He represents the voice of knowledge on the BOD. BOD
  66. 66. COP EVOLUTION STAGE 66 Adaptive Stage •The community and its Active Stage supporting organization(s) •The community The are using understands knowledge for Engaged Stage and competitive demonstrates advantage. •The community benefits from executes and knowledge improves its management Building Stage and the processes collective work •The community of the defines itself community. Potential Stage and formalizes its operating principles. •A community is forming. Source : Last Accessed May, 21 2008
  67. 67. Potential Stage 1. Potential Stage g 67 Function : C F i Connection i People Behavior : - Individuals find one Process Support : Enabling Technology: another and link up -Identifying potential y gp - Electronic messaging g g -OOrganization may b i i be community members systems; email, chat unaware of or uninterested in the -Locating potential rooms, list phone calls potential community or community members y and teleconference -Organization may -Facilitating bringing -On-line forum provide some support to locate and introduce individuals together -On-line directories individuals
  68. 68. Building 2. Building Stage g g Stage 68 Function : M Memory & Context C People Behavior : - Core member learn about Process Support : each other -Organization recognizes the Enabling Technology: - Share experiences and community p - Common repository y knowledge - Classifying and storing -Initial classification and -Build common vocabulary knowledge categorization schema tools -Create roles and norms - Developing ways to support -Document and library the knowledge life cycle management systems -Begin a formal history -Planning for community together and record it -Collaborative work operation environment - Start a repertoire of stories -Beginning deployment
  69. 69. 3. Engaged Stage Engaged Stage 69 Function : Accessing & Learning F A L Process Support : People Behavior : -Socializing new members Enabling Technology: - Members develop trust in and loyalty to -Managing workflow the community - Portals -Commit to the community y Executing life-cycle process for developing -Outreach to new members and managing knowledge -EExpert and community d i -Model knowledge-sharing behavior - Supporting tacit knowledge exchange “yellow pages” or locators -Developing and disseminating -Tell community stories communication -Language translation -Actively search for and contribute material to build the community knowledge-base y g -Gathering and managing feedback. capabilities -Correcting problems and adjusting -Promote and participate in knowledge -Re-examining and modifying community -Electronic surveys, polling, sharing - Organization interacts with the community definition and scope and other community-sensing and learns of its capabilities -Ensuring self-governance and self- or feedback tools regulation
  70. 70. Active Stage 4. Active Stage g 70 Function : Collaboration F C ll b Enabling Technology: People Behavior : Process Support : -Electronic meetings -Individuals engage other community -Problem-solving and decision- -Collaboration tools, such as members to solve problems making ki for issue based discussion issue-based and do “real work” -Team work rooms -The community creates focused work -Sensing and assessing the groups organizational environment -Analytical and decision- -The community connects to and -Enhancing community learning making tools interacts with other communities and feedback processes -Integration of community g y -The organization actively supports Th i ti ti l t -Integrating with organizational and measures community work technology with the processes applications and -The organization begins to rely on -Linking with other communities the community's knowledge to technology of the contribute to business value organization
  71. 71. 5. Adaptative Stage p g Adaptive Stage 71 Function : Innovation & Generation F I G People Behavior : -The community changes its environment through creation of new Process Support : p , , products, new markets, new Ad ti i l to the -Adapting responsively t th Enabling Technology: g gy businesses. -Members working together advance environment, exhibiting dynamic -Pilot uses of technology the knowledge, and even the stability -Integration with the definition, of their field. -Developing advanced boundary processes technologies of external -The community sponsors new communities communities. -Mentoring the formation of new g organizations g -The organization uses the community communities -Technology transfer to develop new capabilities -Focusing on innovation and to respond to and influence markets.
  72. 72. CASE – WIKA IN COP DEPLOYMENT 72 (Potential t Ad t ti Stage) (P t ti l to Adaptative St ) Hari kedua presentasi Community of Practice (CoP) dengan judul Pedoman Pembuatan, Pemasangan Logo, dan Pagar sebagai Identitas dan Citra Perusahaan setelah sebelumnya mengangkat judul mengenai Perusahaan, Atracting Qualified Employees to Reach a Successful Organization dan Boostering KM Through Reward Point. Pada presentasi CoP hari ini, Rabu (13/9), tim terdiri dari oleh Eddy Sularso, Pia Noor Bambang, Djoko Wahyudi, Yunius, Fadhli Piliano dan M. Rifai Afif. Kegiatan presentasi tersebut tidak terlepas dari paket WIKA’s People Development, yaitu “Breaktrough” yang diperuntukkan bagi Top Management Super Specialist ( GM, Manager Divisi dan Manager Biro). Breaktrough angkatan ke-6 yang diikuti oleh tiga puluh enam peserta yang diselenggarakan mulai tanggal 3 s.d 5 Mei 2006 . Breaktrough lebih menitikberatkan pada penajaman soft competence terutama ?leadership? , sehingga pada akhirnya para peserta dapat menggunakan leadership mereka lebih tepat sasaran. Setelah training breaktrough pada waktu itu, para peserta dari berbagai divisi ini akan membentuk CoP yang terdiri dari 6-10 orang. Dalam masa enam bulan ke depan, CoP diharuskan membuat makalah dan memilih bahasan yang menjadi area of interest mereka. Sudah barang tentu isi makalahnya seputar “issue” yang sedang mengemuka di perusahaan, dan diharapkan memberikan terobosan baru untuk perusahaan. Source : Last Accessed May 21 2008
  73. 73. MEASUREMENT : CASE IN XEROX - Copier Repair Technician 73 CATEGORY MEASURES Community Activities # of sharing tips # of user connected % of users updating weekly Knowledge Assets # of solutions submitted # of days to validate solutions Performance Outcomes # of customer problems resolved % of reduction in service hours % of reduction in parts dollars $ saved in cost of service and support Sir John Brown, CEO of BP, uses the following example when explaining BP's KM initiative: quot;Every time we do something again, we should do it better than the last time Deep water drilling is a good again time. Deep-water example. In 1995, we spent 100 days drilling a deep-water well. We now spend 42.quot; Source : Etienne Wenger, Cultivating Communities of Practices, HBS, 2002
  74. 74. MEASUREMENT CASE – h KM Metrics Dashboard hp M t i D hb d Participation Capture 50% The number of new projects recorded in the PPR as a percentage of all new projects booked. Goal: 80% 61% Reuse The average amount of project content that was reused by new projects entered into the db j t t d i t th PPR for this month. Goal: 45% PPR Usage Portal Usage Capture 40% 76% 80% The number of employees who reviewed one or more project profiles from the PPR 23% this month, as a percentage of total C&I population. Goal: 20% Portal Usage The number of employees who visited one or more practice portals looking for official content this month, as a percentage of total C&I population. G l 40% l Goal: 14% Participation 34% The number of employees who participated in the forums (either online or as a subscriber) this month, as a percentage of PPR Usage Reuse total C&I population Goal: 50% population. 20% 45% 74
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