Devlearn 2015 communities presentation oct 2015 backup
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This document discusses using communities to enhance learning in organizations. It provides examples of how communities can be used to [1] share both explicit and tacit knowledge, [2] develop content by capturing lessons from subject matter experts, and [3] validate approaches through collaboration. Communities allow knowledge to be developed once and then adapted to various contexts. When nurtured properly, communities can become self-sustaining resources that continuously improve organizational performance.
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Devlearn 2015 communities presentation oct 2015 backup
- 1. Using the power of COMMUNITIES to supercharge your learning Lisa Minogue-White Director of Learning Solutions
- 2. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 5. DELOITTE TITLE: D STREET - EFFECTIVE ONBOARDING CLIENT: DELOITTE Collaborative onboarding Complements their formal content, through providing a social layer where people can explore, comment on and feedback on core content Provides the ability to create communities, personal profile and personalise learning From New Social Learning, 2nd Edition
- 6. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 7. WENGER AND CoPs ETIENNE WENGER ON COMMUNITIES OF PRACTICE “Communities of practice are the basic building blocks of a social learning system… we define with each other what constitutes competence in a given context: being a reliable doctor, a gifted photographer, a popular student, or an astute poker player. Your company may define your job as processing 33 medical claims a day according to certain standards, but the competence required to do this in practice is something you determine with your colleagues as you interact day after day.”
- 8. COMMUNITIES NEVER LEFT 70:20:1 0 INFORMAL LEARNING LEARNING ECOSYST EM THE LEARNING ORGANISATION COLLABORATI VE ECONOMY
- 9. THE TOOLS AT YOUR DISPOSAL Published by Steve Dale in his blog post ‘New Paradigms For Collaboration & Knowledge Sharing’, www.stephendale.com April 2012
- 10. THE RIGHT BALANCE there is a balance between individual needs and strategic drivers
- 11. COMMUNITIES PLACE IN THE ECOSYSTEM LEARNING ECOSYSTE M TALENT MANAGEMENT PERFORMANCE SUPPORT STRUCTURED LEARNING KNOWLEDGE MANAGEMENT SOCIAL NETWORKING AND COLLABORATIO N ACCESS TO EXPERTS Based on The e-Learning Guild Survey Learning and Performance Ecosystems: Current state and challenges, Steve Foreman January 2015
- 12. THE NUTS AND BOLTS OF THE ECOSYSTEM WHATS HAPPENING IN A LEARNING ECOSYSTEM THAT SUPPORTS SALES CAPABILITY?
- 13. ECOSYSTEM IN PRACTICE WHATS HAPPENING IN A LEARNING ECOSYSTEM THAT SUPPORTS SALES CAPABILITY? SALES CAPABILI TY Talent Management Performance Support Structured Learning Knowledge Management Social networking and collaboration Access to Experts
- 14. WORKING OUT LOUD LEARNING OUT LOUD NEW L&D SKILLSET
- 15. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 17. CHARACTERISTICS OF A SUCCESSFUL COMMUNITY PURPOSE ACTIVE PARTICIPATIO N TRUST INTENSE SHARING MINIMAL HIERARCHY SOCIAL ACTIVITY
- 18. Communities “form the central ‘sense making‘ elements”
- 22. ORCHESTRATION Learning design becomes a job of understanding how element flows to enable transformation
- 23. WHAT MAKES AN EFFECTIVE CALL CENTRE? WHAT ARE THE MAIN LEARNING NEEDS? EXAMPLE – LEARNING IN CALL CENTRES
- 24. KEY TOOL 1 – BENEFITS TREE Knowledge Benefits Intermediate Benefits Organisational Benefits External Benefits know the role what customers need to know ideas shared improved innovation transfer rates of knowledge increased knowledge validated potential rapidly reached directed training reduced well learned organisation problem solving speeded up shared approaches between buildings Staff turnover down improved morale - able to serve customer improvement against targets single contact resolution rates up improved processes closer fit to customer need very aligned to customers needs higher quality products and services improved responsiveness customer satisfaction improved
- 25. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 26. EXPLICIT PROVEN METHOD, EASY TO TRANSFER GET THE WHOLE PICTURE TACIT EMERGENT, CONTEXTUAL, COMPLEX
- 28. WHAT TO CAPTURE IN FORMAL CONTENT Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos) Complex task Simple task Low codifiability High codifiability
- 29. WHAT TO CAPTURE IN FORMAL CONTENT Play the violin Ride a bike Whistle Fly a plane Manage a project Dance a waltz Build a computer Build a shed Cook a pizza Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos) Complex task Simple task Low codifiability High codifiability
- 30. LEARNING SCAFFOLD Use the software Apply data to campaign planning Convince client to increase media budget
- 32. MEDIABRANDS TITLE: MATRIX CLIENT: INITIATIVE, PART OF IPG MEDIABRANDS Community owned the learning Formal learning scaffold with social learning providing the context and deep market insight Learning scaffold regularly updated through case studies and customer insights generated by community
- 33. PARTNERSHIP AND DEEP DIVE USING THE COMMUNITY TO QUALIFY THE NEED
- 35. GETTING TO THE REAL NEED IF YOU WANT TO INCREASE MARKET SHARE, WHAT DO YOU NEED TO KNOW AND WHAT DO YOU NEED TO DO?
- 36. VALUE CHAIN Increase d Market Share Customers and market Processes Feedback IF YOU WANT TO INCREASE MARKET SHARE, WHAT DO YOU NEED TO KNOW AND WHAT DO YOU NEED TO DO?
- 37. VALUE CHAIN Increased Market Share Better customer insights Better product fit Better delivery quaity Quicker to market More referrals and case studies Product quality Customers and market Processes References Better market intelli- gence Learning need Learning need Learning need
- 38. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 39. ORGANISATIONAL FLEX INDIVIDUAL FLEX CULTURE DISPERSION CURRENT PROJECTS MEMBERSHIP PROFILE OBJECTIVES EXPLORATION CONTRIBUTION MENTORING LURKING EXPERIENCE ONE SIZE NEVER FITS ALL
- 40. helping communities - providing a forum for members to help each other solve day to day problems practice communities - developing and disseminating best practices, guidelines and procedures for use knowledge stewarding - organising, managing and stewarding a body of knowledge from which members can draw innovation communities - create breakthrough ideas, knowledge and practices Any more? . COMMUNITY TYPES
- 41. CONTENT FOR THE COMMUNI TY CONTENT FROM THE COMMUNIT Y CONTENT FLOW COMMUNITIES SUPERCHARGI NG LEARNING
- 42. TOOL TAKEAWAY commercial benefits action stage research, create and nurture stages targetshow / how oftentop 3 measuresbenefits
- 43. HOW CUMMUNITIES SUPERCHARG E THE LEARNING ORGANISATIO N WHAT MAKES EFFECTIVE COMMUNITIES COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT COMMUNITY PLAN, LAUNCH AND NURTURE THE POWER OF COMMUNITIES
- 45. FRANCE TELECOM TITLE: FRUAD AND REVENUE ASSURANCE CLIENT: FRANCE TELECOM CATEGORY: PRACTICE COMMUNITY Money saved Created once and contextualised Applied and validated from front line Explicit knowledge captured in great content Community provided tacit, validated approach and provided ongoing QA
- 46. FRAUD & RA COMMUNITY 100 150 200 250 300 350 400 2000 1Q 01 2Q 01 3Q 01 4Q 01 1Q 02 2Q 02 3Q 02 4Q 02 1Q 03 2Q 03 3Q 03 4Q 03 fraudcost(Meuro) fraud cost 2001: €55m 2002: €55M 2003: €55M 2002: €71m 2003: €71M 2003: €30M cumulative cash-flow benefit since March 01: €337M
- 47. STEP S FRAUD ONLINE WORKSTREA MS MENTOR/BUD DY AD HOC SUPPORT CORE NETWORK 01 02 03 04 05 Alerts, news, contact information of fraud expertise, country analysis Working together on subjects where there is no clear policy. Papers produced as policies - all done via virtual working Ability to ask questions, debate, sometimes by regular meetings, mostly by informal contact when needed Intensive coaching over short periods with on-going support. New recruits up to speed quickly Production of a proven process with local implementation, results and experience reapplied to new projects. Experience in network grows
- 48. Q A& Q & A SESSION
Editor's Notes
- BBC article – go to website
- Exercise – so let’s take market share, what kind of activities would a community be undertaking that would support these areas of the ecosystem?
- Exercise – so let’s take sales capability, what sorts of things would be happening in the ecosystem?
- Exercise – so let’s take sales capability, what would you provide in your learning ecosystem?
- Harold Jarche -Communities of practice could be the most important subject for L&D Jane Bozarth - WOL
- The same could be said for learning organisations, teams, an effective L&D function and more…
- By sense making, Julian is referring to storytelling and contextualisation
- The diversity of learning sites in a community enables it to adapt and survive
- For the learning designer, its deciding what creates the optimal blend – more on that later with the value chain…
- This helps explain the business case
- Communities enable you to contextualise and localise
- Think about the nature of the project, what does it comprise of, how easy is it to describe, replicate Put this on padlet
- Think about the nature of the project, what does it comprise of, how easy is it to describe, replicate
- Asking these types of questions help define the scaffold
- Exercise – so let’s take sales capability, what sorts of things would be happening in the ecosystem?
- Community formed in 2001 Oldest community on Orange Most successful in financial terms Was not Centre of excellence - was network of excellence ! Experts gathered together - agree targets, processes, approach