Practicing Communities of Practice with Ernst & Young


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KM Chicago (February, 2010)

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Practicing Communities of Practice with Ernst & Young

  1. 1. Ernst & Young virtual presentation Sustaining Effective Communities of Practice collaborative research report overview for KM Chicago 9 February 2010 Darrin Brogan Brad Kenney
  2. 2. Presentation to KM Chicago – Agenda <ul><li>EY global and Center for Business Knowledge (CBK) </li></ul><ul><li>Communities of practice (CoPs) at EY </li></ul><ul><li>Role in supporting APQC’s CoP report </li></ul><ul><li>Key findings </li></ul>
  3. 3. EY global and CBK overview ~170 America ~250 EMEIA ~130 shared service center ~40 China/HK (Asia-Pac) ~25 Japan ~25 Number of CBK and eChannel FTEs <ul><li>Center for Business Knowledge : </li></ul><ul><li>Formal knowledge organization – presence in all EY Areas (EMEIA, Americas, Far East, Oceania and Japan) </li></ul><ul><li>Total CBK: ~600 FTEs (60 CBK FTEs with a global role) </li></ul><ul><li>Mission: </li></ul><ul><li>Connect people to people </li></ul><ul><li>Connect people to content </li></ul><ul><li>Objectives: </li></ul><ul><li>Growth </li></ul><ul><li>Operational efficiency </li></ul><ul><li>People development </li></ul>Ernst & Young is a global leader in assurance, tax, transaction and advisory services. People: 144,000 Locations: 5 global Areas and shared service locations
  4. 4. <ul><li>Started in 1995 with strong executive sponsorship </li></ul><ul><li>Currently more than 600 knowledge-related employees in ~40 locations globally </li></ul><ul><li>Chief Knowledge Officers for each global area </li></ul><ul><li>Strong, collaborative relationships with Learning, HR, and Technology teams as well as service line and sector stakeholders </li></ul><ul><li>Implementing Future State of Knowledge blueprint for the next generation of KM at Ernst & Young </li></ul>Center for Business Knowledge (CBK) overview It didn’t happen overnight ’ 95 ’ 10 Customer needs Intranet Customer needs Research & analysis Networks Vendor management Deployment
  5. 5. Communities of practice at EY <ul><li>EY CoPs have enabled a strong knowledge culture, including the sharing of leading practices, due largely to the following critical success factors: </li></ul><ul><ul><li>CoPs are easily accessible (and available enterprise-wide) </li></ul></ul><ul><ul><li>CoP strategy is not “one size fits all” </li></ul></ul><ul><ul><li>Continuous improvement is essential </li></ul></ul><ul><ul><li>Rigorous deployment and governance processes are applied </li></ul></ul><ul><ul><ul><li>Must have executive sponsorship </li></ul></ul></ul><ul><ul><ul><li>Membership must meet certain thresholds (e.g., all requests go through an approval process) </li></ul></ul></ul><ul><ul><ul><li>Must have specific goals/objectives </li></ul></ul></ul><ul><ul><ul><li>Measurement is applied to goals </li></ul></ul></ul><ul><ul><ul><li>Communities are retired/consolidated as needed </li></ul></ul></ul>
  6. 6. Communities of practice at EY enabled via Community HomeSpaces (CHSes)
  7. 7. Presentation to KM Chicago – Agenda <ul><li>EY global and Center for Business Knowledge (CBK) </li></ul><ul><li>Communities of practice (CoPs) at EY </li></ul><ul><li>Role in supporting APQC’s CoP report </li></ul><ul><li>Key findings/EY perspective </li></ul>
  8. 8. Study process overview <ul><li>EY was the research champion for the study, which explored how some of the world’s foremost organizations successfully apply KM techniques and measures to sustain communities of practice </li></ul><ul><li>Best practice partners for the study included Conoco Philips, Schlumberger and Flour. </li></ul><ul><li>About a dozen other firms also participated (e.g., BP, Deere, ExxonMobil, Pfizer) </li></ul><ul><li>Primary areas of focus included: </li></ul><ul><ul><li>Strategies and practices for sustaining CoP alignment with business strategies/objectives </li></ul></ul><ul><ul><li>Practices for promoting and sustaining CoP activity </li></ul></ul><ul><ul><li>Cultural enablers for sustaining CoPs; and </li></ul></ul><ul><ul><li>Assessing CoP maturity and business impact </li></ul></ul><ul><li>Final report is expected to be available by 15 April 2010 </li></ul>
  9. 9. CoP Study Findings Content organized around five chapters <ul><li>Chapter 1 -- Creating a sustainable community strategy </li></ul><ul><li>Emphasis on the need for single enterprise-wide approach, and the importance of clearly articulated goals and objectives </li></ul><ul><li>EY perspective – Lots of forces at play regarding CoP strategy, including: </li></ul><ul><ul><li>How many is too many? </li></ul></ul><ul><ul><li>Influence of social networking </li></ul></ul><ul><ul><li>In a professional services environment, there are competing (and often overlapping) community strategies across industry sectors and services </li></ul></ul><ul><ul><li>Establishing rigorous governance policies without discouraging collaboration </li></ul></ul><ul><ul><li>Retiring content and communities </li></ul></ul>
  10. 10. CoP Study Findings <ul><li>Chapter 2 – Practices and approaches for sustaining communities </li></ul><ul><li>Key best practices in this chapter include: alignment of communities with business needs, using community performance plans and leveraging technology thoughtfully </li></ul><ul><li>EY perspective – </li></ul><ul><ul><li>Organizations unable to effectively connect people-to-people (e.g., via expertise locators) will not have strong CoPs </li></ul></ul><ul><ul><li>Staying aligned with business needs often puts a major strain on KM in organizations that continuously restructure </li></ul></ul><ul><ul><li>Technology can support, but will not drive, effective community enablement </li></ul></ul>
  11. 11. CoP Study Findings <ul><li>Chapter 3 – Tools and resources for community leaders </li></ul><ul><li>Clearly articulated roles and responsibilities for community leaders are essential, as is a strong support network for the leaders </li></ul><ul><li>EY perspective – CoP leaders need a support team to operate, maintain, and demonstrate the value of the CoP in accomplishing the organization’s strategies and objectives. Some of key roles defined within EY CoP’s are outlined below </li></ul>CoP Leader Knowledge Advisor Knowledge Manager Knowledge Champion <ul><li>Set annual objectives for the CoP </li></ul><ul><li>Accountable for the acquisition, reuse and creation of knowledge within their realm of </li></ul><ul><li>Capture leading practices </li></ul><ul><li>Steward a body of knowledge on behalf of the larger organization </li></ul><ul><li>Communicate with the community members </li></ul><ul><li>Primary liaison between internal and customer groups </li></ul><ul><li>Achieve consistency in content architecture, use of technology, training and deployment </li></ul><ul><li>Drive change to knowledge-sharing culture and harvest leading practices </li></ul><ul><li>Manage CoP templates and support mechanisms for their community </li></ul><ul><li>Provide guidance and training on how to use and leverage the CoP </li></ul><ul><li>Extensive experience and knowledge of the CoP area </li></ul><ul><li>Influencers with senior management and executive sponsors </li></ul><ul><li>Identify what the business strategies, goals and user community needs are and how CoPs can assist in knowledge sharing </li></ul>
  12. 12. CoP Study Findings <ul><li>Chapter 4 – Promote awareness and communicate value </li></ul><ul><li>Best practice organizations constantly communicate the value that CoP’s provide to the organization, and they will typically create meaningful recognition and reward opportunities </li></ul><ul><li>EY perspective – value of knowledge sharing is grounded in several core principles: </li></ul><ul><ul><li>Each new hire must sign a knowledge sharing agreement </li></ul></ul><ul><ul><li>Knowledge is integrated into new hire, classroom and web-based training programs </li></ul></ul><ul><ul><li>Knowledge competency development is part of employee goals process </li></ul></ul><ul><ul><li>Central knowledge team fosters awareness and provides additional support </li></ul></ul>
  13. 13. CoP Study Findings <ul><li>Chapter 5 – Measures </li></ul><ul><li>Measures must align with business processes, with a balanced approach between activity measures and measures of effectiveness </li></ul><ul><li>EY perspective – </li></ul><ul><li>Developing more “impact” measures that are geared toward executive audiences </li></ul><ul><li>Detailed CoP metrics also provided, and offer a combination of usage and effectiveness data </li></ul><ul><li>Provide measures that: </li></ul><ul><li>Align with organizational goals </li></ul><ul><li>Demonstrate improved performance </li></ul><ul><li>Assist in managing risks </li></ul><ul><li>Justify the business value and ROI </li></ul>
  14. 14. Questions?