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Facilitating innovation management management in a distributed world of working

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Facilitating innovation management management in a distributed world of working

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Facilitating innovation management in a distributed world of working - Lessons from virtual communities

Three main drivers for success
1. Rethink the organization culture to promote cross-functional interaction
2. Create et lead virtual Communities of practice (VCoP)
3. Use modern social collaborative tools

Two use cases are illustrating what is at stakes.

Facilitating innovation management in a distributed world of working - Lessons from virtual communities

Three main drivers for success
1. Rethink the organization culture to promote cross-functional interaction
2. Create et lead virtual Communities of practice (VCoP)
3. Use modern social collaborative tools

Two use cases are illustrating what is at stakes.

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Facilitating innovation management management in a distributed world of working

  1. 1. Facilitating innovation management in a distributed world of working Lessons from virtual communities 26 August 2020 Louis-Pierre Guillaume Accompagne la transformation digitale et l'innovation collaborative, pour valoriser les connaissances
  2. 2. Agenda |2. 1. Community? What for? 2. Who am I? 3. 2 use case of CoP 4. Three main drivers for success
  3. 3. What brings us here today |3. 1. The need to keep innovating despite today’s constrains 2. The wish to hear lessons learned from innovation communities 3. The necessity to lead remotely 4. The lack of available time 5. The cultural roadblocks 6. The usage of collaborative tools 7. The difficulty to valorize 8. The risk of communitarianism
  4. 4. |4. The Community of Practice (CoP) Major player 1. Develop strategic and innovative knowledge 2. Optimize operational processes. Formalize best practices 3. Develop competencies about a given practice
  5. 5. "Communities" are everywhere |5. • All the digital collaboration tools offer "communities in one click” … • “Communities” is used instead of “BU” or “support function” • Digital transformation programs leverage ambassadors “networks” A community is neither an op. team, nor a project team, nor a tool
  6. 6. Sense of urgency |6. • The organization siloes do not facilitate innovation • The NIH syndrome prevents from sharing best practices • The constraints of physical distancing reduce on-site meeting
  7. 7. Louis-Pierre GUILLAUME |7. • A conviction: − Sharing and reusing knowledge only takes place in an environment of trust, − Trust between people only exists within communities. • Foster digital transformation and collaborative innovation, to enhance the value of knowledge • 25 years of practice in knowledge management and digital transformation • Consultant, Speaker, Trainer, Author
  8. 8. |8. Communities? How could communities help innovation in your organization? One idea = One message Use the CHAT
  9. 9. Case 1. To position in innovative markets |9. • Context : 17 countries, 80000 employees • Issue : Enable the company to win contracts in innovative and strategic markets
  10. 10. Case 1. To position on innovative markets |10. • Solutions : − Regroup different BU/functions: operation, sales, innovation … − Create a piloted community of practice. 200 members. − Use the internal social network • Benefits: − Meet in a common space to share or search for information − Improve competencies − Recognize successes, learn from failures • Point of attention : − Rigor and preparation (webinars…)
  11. 11. Case 2. Boost innovation with suppliers |11. • Context : R&D and purchasing departments in >10 countries • Issue : Enabling a sustainable portfolio for plastic materials in the coming years
  12. 12. Case 2. Boost innovation with suppliers |12. • Solutions: − Open to anyone from R&D and Purchasing, and beyond − Create a piloted community of practice. 120 members − Use the internal social network • Benefits: − Provide a strategic vision on relevant topics to be able to answer to tomorrow’s stakes − Secure up coming risks and contribute to face environmental regulations and their impact on raw material market • Points of attention: − Manage two cultures => two community leaders − Ritualize knowledge exchange
  13. 13. Three main drivers for success |13. 1. Rethink the organization culture to promote cross-functional interaction 2. Create et lead virtual Communities of practice (VCoP) 3. Use modern social collaborative tools
  14. 14. |14. If you need answers, clarification Book your private appointment for a quick diagnosis I'm offering you a "review and outlook" call Louis-Pierre Guillaume amallte.com/RDV
  15. 15. To know more |15. Éditions EMS, 2017 International Conference on Technical Communication: Transforming Knowledge, Université Diderot, 10/2019 Future of work – the digital revolution BFM TV, 2018 Collaborative innovation: How to lead virtual communities 08/2020 www.amallte.com Afraid of engagement? Towards an understanding of engagement in virtual communities of practice, 04/2020

Editor's Notes

  • Digital work disruption
    How to get a digital enabled remote work done immediately in the most effective way
    Ideas and recommendations
  • Apport des communautés pour l’innovation et le partage des bonnes pratiques
    Dispo des animateurs et des members
    Freins culturels de l’organisation
    Valoriser les communautés, valoriser l’apport pour soi
  • Apport des communautés pour l’innovation et le partage des bonnes pratiques
    Dispo des animateurs et des members
    Freins culturels de l’organisation
    Valoriser les communautés, valoriser l’apport pour soi
  • How to reconcile self-organization and control in driven communities of practice? Jean-Philippe Bootz. 2015
    Wenger: A community of practice is a group of individuals who shares their interests and problems with a specific topic, and gains a greater degree of knowledge of and expertise on a topic through their regular interaction
  • Syndrome NIH
  • ToD Transport on Demand
  • CoP pilotée - Communauté stratégique d’exploration
  • Plastic community
  • CoP Pilotée - Communauté opérationnelle d’exploitation
  • Culture. Is the organizational culture flexible in terms of cross-functional interaction, independently of the existing hierarchies between people and internal experts? Is it encouraging the sharing of knowledge? Has the organization, a culture strongly focused on innovation and co-creation among dispersed members? Does the culture encourage interpersonal relationships and stimulates the creation and management of extended contact networks? Does it reward a healthy organizational climate and transparent relationships? Capacity for change and speed of the process in response to shifts in business needs and context?
    Community management. Are there strategies to promote the community (promotional videos, communication campaigns), initiatives to involve the community members and to stimulate their contribution (editorial plans, contests) specific communication and engagement actions for each country, offline meetings and events organized for community members? Are there defined (i.e. formal) roles and actions in place throughout the community’s operation, such as community leaders, managers and/or a central team to coordinate the various initiatives? Are adequate training provided? Is enough time dedicated to the sharing of best practices?
    Technology. Are there available tools for the purpose of communicating in real-time or to share and store information? An enterprise social network that promotes discussion, the exchange of ideas and expert searching? Document management tools available to provide support for managing contents and documents, helping to improve accuracy, accessibility and integrity?
  • I propose to you right now…
    For all those who recognize themselves in what I've just said, who have questions...
    https://amallte.com/RDV

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