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Social Learning and Learning Communities
Confidential Property of Schneider Electric
Louis-Pierre Guillaume @lpguillaume
Director, Knowledge Management Office
Schneider Electric, the global specialist in energy
management and automation…
Balanced Geographies – FY 2016 revenuesDiversified End Markets – FY 2016 revenues
28%
North
America
18%
Rest of
World
27%
Western Europe
27%
Asia Pacific
€25 billion
FY 2016 revenues
~160,000
people in 100+
countries
~5%
of revenues devoted
to R&D
Utilities &
Infrastructure
Industrial
& Machines
Data Centers
& Networks
Non-residential &
Residential Buildings
21% 21%15%43%
Communities Social Network
Page 4Confidential Property of Schneider Electric |
Page 5Confidential Property of Schneider Electric |
Communities@Work?
The Schneider CoPs
The purpose of these communities is to
increase collaboration, thus helping
saving time, reducing cost and bringing
more business.
Communities@Work
• 170 Communities@Work
• 20,000 members
• 220 community leaders
A Program to Federate
the Communities
Page 7Confidential Property of Schneider Electric |
Mix of Bottom-up and Top-Down
Page 8Confidential Property of Schneider Electric |
Initialization of the Community Program in 2011
Three ExComs agree to launch a pilot (HR, IT, Strategy)
• 2012: Identify new CoPs, launch them on new social platform => 20
• 2013: Identify the “active Cop” => Measure the tangible value
• 2013: Groom the community leaders, industrialize ramp-up
• 2013: Fight against the confusion community <-> social network
• 2014: Create the Community Leaders Network, the role-model CoP
• End 2014: 130 CoPs, value demonstrated, the program continues
Page 9Confidential Property of Schneider Electric |
2012-2014: the Official 3-Year Program
Goal 2014: 30 active CoPs for better collaboration in critical domains
• Top-down approach from top management
• Bottom up approach from existing communities
• Specific requests by each functional and business entity
• Request for quick and tangible results
• Ignorance by many of this new transversal concept, the CoP
Page 10Confidential Property of Schneider Electric |
Tricky Ramp-Up 2012-2013; Need to Balance
• Enforce structure: Objectives, People, Interactions
• Bring visibility
• Deliver training
• Improve Collaborative Tools
• Provide metrics on community activity
• Access to a network of 220 community leaders: Lessons learned and
Best-practice sharing
Page 11Confidential Property of Schneider Electric |
170 Communities Supported by Communities@Work
• Get sponsorship from ExCom
• Propose a community framework
• Help and support the CoP leaders
• Give a status to the CoP leaders
• Measure the value
Page 12Confidential Property of Schneider Electric |
Good Practices for a Community Management Program
3E: Education Exposure Experience
Employee Development Portal:
• job code => competency
=> exposure => CoP
Page 13Confidential Property of Schneider Electric |
Links between Learning and Communities
Communities and employee development
Global Learning community: a future C@W
#WhatDidYouLearnToday campaign on Yammer
Page 14Confidential Property of Schneider Electric |
Links between Learning and Communities
Communities and Learning Professionals
Page 15Confidential Property of Schneider Electric |
Learning:
• I am learning from the members (through webinar, direct conversation,
Yammer exchange ...) of my community. Strongly agree to Strongly disagree
=> Net Learning Score: 66 in 2016 (60 in 2015) max=100
Teaching:
• During the last 3 months, I have provided expertise/experience/knowledge
to members of my community.
Links between Learning and Communities
Measurement of the community value: Voice of the members
Year >=10 times 5 to 9 1 to 4 Never
2016 7% 10% 47% 36%
2015 6% 9% 43% 42%
N~2500 voters
Page 16Confidential Property of Schneider Electric |
What’s Next?
• Continuous improvement in the support of the
community leaders
• Improve measurement of community activity / value
• Increase the roles of the communities in the everyday
learning
• Create a Collaboration Academy/University
Q&A
Page 17Confidential Property of Schneider Electric |

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Social Learning and Learning Communities

  • 1. Social Learning and Learning Communities Confidential Property of Schneider Electric Louis-Pierre Guillaume @lpguillaume Director, Knowledge Management Office
  • 2. Schneider Electric, the global specialist in energy management and automation… Balanced Geographies – FY 2016 revenuesDiversified End Markets – FY 2016 revenues 28% North America 18% Rest of World 27% Western Europe 27% Asia Pacific €25 billion FY 2016 revenues ~160,000 people in 100+ countries ~5% of revenues devoted to R&D Utilities & Infrastructure Industrial & Machines Data Centers & Networks Non-residential & Residential Buildings 21% 21%15%43%
  • 4. Page 4Confidential Property of Schneider Electric |
  • 5. Page 5Confidential Property of Schneider Electric | Communities@Work?
  • 6. The Schneider CoPs The purpose of these communities is to increase collaboration, thus helping saving time, reducing cost and bringing more business. Communities@Work • 170 Communities@Work • 20,000 members • 220 community leaders
  • 7. A Program to Federate the Communities Page 7Confidential Property of Schneider Electric |
  • 8. Mix of Bottom-up and Top-Down Page 8Confidential Property of Schneider Electric | Initialization of the Community Program in 2011 Three ExComs agree to launch a pilot (HR, IT, Strategy)
  • 9. • 2012: Identify new CoPs, launch them on new social platform => 20 • 2013: Identify the “active Cop” => Measure the tangible value • 2013: Groom the community leaders, industrialize ramp-up • 2013: Fight against the confusion community <-> social network • 2014: Create the Community Leaders Network, the role-model CoP • End 2014: 130 CoPs, value demonstrated, the program continues Page 9Confidential Property of Schneider Electric | 2012-2014: the Official 3-Year Program Goal 2014: 30 active CoPs for better collaboration in critical domains
  • 10. • Top-down approach from top management • Bottom up approach from existing communities • Specific requests by each functional and business entity • Request for quick and tangible results • Ignorance by many of this new transversal concept, the CoP Page 10Confidential Property of Schneider Electric | Tricky Ramp-Up 2012-2013; Need to Balance
  • 11. • Enforce structure: Objectives, People, Interactions • Bring visibility • Deliver training • Improve Collaborative Tools • Provide metrics on community activity • Access to a network of 220 community leaders: Lessons learned and Best-practice sharing Page 11Confidential Property of Schneider Electric | 170 Communities Supported by Communities@Work
  • 12. • Get sponsorship from ExCom • Propose a community framework • Help and support the CoP leaders • Give a status to the CoP leaders • Measure the value Page 12Confidential Property of Schneider Electric | Good Practices for a Community Management Program
  • 13. 3E: Education Exposure Experience Employee Development Portal: • job code => competency => exposure => CoP Page 13Confidential Property of Schneider Electric | Links between Learning and Communities Communities and employee development
  • 14. Global Learning community: a future C@W #WhatDidYouLearnToday campaign on Yammer Page 14Confidential Property of Schneider Electric | Links between Learning and Communities Communities and Learning Professionals
  • 15. Page 15Confidential Property of Schneider Electric | Learning: • I am learning from the members (through webinar, direct conversation, Yammer exchange ...) of my community. Strongly agree to Strongly disagree => Net Learning Score: 66 in 2016 (60 in 2015) max=100 Teaching: • During the last 3 months, I have provided expertise/experience/knowledge to members of my community. Links between Learning and Communities Measurement of the community value: Voice of the members Year >=10 times 5 to 9 1 to 4 Never 2016 7% 10% 47% 36% 2015 6% 9% 43% 42% N~2500 voters
  • 16. Page 16Confidential Property of Schneider Electric | What’s Next? • Continuous improvement in the support of the community leaders • Improve measurement of community activity / value • Increase the roles of the communities in the everyday learning • Create a Collaboration Academy/University
  • 17. Q&A Page 17Confidential Property of Schneider Electric |