Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leading remote communities for Collaborative innovation

Never has leadership of geographically dispersed communities been so critical. Flex-office and teleworking have become the new norm.
This session discusses real-world examples of companies that have set up virtual communities of practice (VCoPs) to enable experts to innovate, collaborate, and leverage their knowledge remotely.
Hear about the challenges, solutions, and tools as well as lessons learned so that you can improve collaboration, knowledge sharing, and innovation in your organization.


KMWorld Connect - 19 November 2020
Track C401

  • Be the first to comment

  • Be the first to like this

Leading remote communities for Collaborative innovation

  1. 1. Leading Remote Communities: Collaborative Innovation 19 November 2020 Louis-Pierre Guillaume Foster Digital Transformation and Collaborative Innovation, to enhance the Value of Knowledge www.amallte.com
  2. 2. Agenda |2. 1. Community? What for? 2. Who am I? 3. 2 use case of VCoP 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. Professional communities in the knowledge economy |5. The community: collective of mutual trust Members interact for the common good of all and for the good of each. • Purpose: Harness the power of collaboration between distinct entities. • Working method: Organize and ritualize knowledge exchanges • Mission: Enhance the value of the knowledge exchanged or created, by capitalizing Community leadership is becoming a key competency of the 21st century manager.
  6. 6. "Communities" are everywhere |6. • 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
  7. 7. Sense of urgency |7. • The organization siloes do not facilitate innovation • The NIH syndrome prevents from sharing best practices • The constraints of physical distancing reduce on-site meeting
  8. 8. Louis-Pierre GUILLAUME |8. • 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
  9. 9. |9. Communities? How could communities help innovation in your organization? One idea = One message Use the CHAT
  10. 10. What is at stake ? |10. 1. Supporting innovation, by fostering informal networks allowing cross- fertilization of new ideas and knowledge. 2. Optimize collective efficiency, productivity, production, by reusing existing knowledge. 3. Valuing intellectual capital, and in particular the personal development of men and women, by putting them in a learning organization
  11. 11. Case 1. To position in innovative markets |11. • Context : 17 countries, 80000 employees • Issue : Enable the company to win contracts in innovative and strategic markets
  12. 12. Case 1. To position on innovative markets |12. • 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…)
  13. 13. Case 2. Boost innovation with suppliers |13. • Context : R&D and purchasing departments in >10 countries • Issue : Enabling a sustainable portfolio for plastic materials in the coming years
  14. 14. Case 2. Boost innovation with suppliers |14. • 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
  15. 15. Three main drivers for success |15. 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
  16. 16. To know more |16. 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 louis-pierre.guillaume@amallte.com Afraid of engagement? Towards an understanding of engagement in virtual communities of practice, 04/2020

×