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Congreso
Internacional EDO
             2010

       Steve Dale
       Director
       Semantix (UK) Ltd
Who am I?
        Stephen Dale (Steve)
        An evangelist and practitioner in the use of Web
        2.0 technologies and Social Media applications
        to support personal self-development and
        knowledge sharing.

        Steve was the business lead and information
        architect for the community of practice platform
        currently deployed across the UK local
        government sector, the largest professional
        network of its type, and continues to play a key
        role in the support of virtual communities of
        practice for value creation in public services.



                                          www.semantix.co.uk
What I will cover
   What is a „Community of Practice‟ (CoP)?
   Moving from conversations to
    collaboration
   Community culture and behaviours
   What makes a successful community?
   CoPs in UK Local Government
   Measuring success and ROI
   Lessons Learnt
                                     www.semantix.co.uk
What is a Community of Practice?
        ?    What is a




                        www.semantix.co.uk
Communities of Practice
an environment
 connecting people
 and encouraging
 the sharing of
 ideas and
 experiences

                           www.semantix.co.uk
A successful CoP needs
  certain ingredients
                   www.semantix.co.uk
A community




              www.semantix.co.uk
A domain of interest




                       www.semantix.co.uk
A place to meet




                  www.semantix.co.uk
www.semantix.co.uk
But what’s new about
Communities of Practice?
www.semantix.co.uk
Guild of Goldsmiths
   Guild of St Luke (painters)




Royal Guild of Cloth makers




                                            www.semantix.co.uk
Over 800 Worshipful Companies




  www.wordle.net
Why have a Community of
         Practice?

“CoPs are not about bringing
  knowledge into the organisation
  but about helping to grow the
  knowledge that we need internally
  within our organisations.”


                            www.semantix.co.uk
Communities of Practice
   puts you in touch with like-minded colleagues and
    peers
   allows you to share your experiences and learn from
    others
   allows you to collaborate and achieve common
    outcomes
   accelerates your learning
   validates and builds on existing knowledge and
    good practice
   provides the opportunity to innovate and create new
    ideas
                                             www.semantix.co.uk
Evolving from What is a
               conversations to
        ?
         collaboration




                         www.semantix.co.uk
Degrees of Transparency and Trust




   Join our list      Join our forum          Join our community



        Increasing collaboration and transparency of process




                                                   www.semantix.co.uk
Collaborative Working – some distinctions
                   Purpose           Members           Adhesive          Duration


Formal work        To deliver a      Employees who     Job requirements Until
group              product or        reports to the    and org          organisational
                   service           group‟s manager   structure        restructuring
Project team       To accomplish a   Employees         Project           Until project
                   task              assigned by       milestones and    completion
                                     senior            goals
                                     management
Social             To collect and    Friends and       Mutual needs      As long as
networks           pass on           acquaintances     and interests     people have a
                   information                                           reason to
                                                                         connect
Community          To develop        Members who       Passion,          As long as
of Practice        members’          select            commitment        there is
                   capabilities;     themselves        and               interest in
                   to build and                        identification    maintaining
                   exchange                            with the          the group
                   knowledge                           group’s
                                                       expertise
KIN, Warwick Business School
Why does a person engage with
a Community of Practice?

   Attractive purpose grabs and retains attention
   Perceived benefits:
       Socialisation
       Co-learning, knowledge sharing and co-production
   Each person chooses to be a member
       Volition
       Joining in – and leaving!



                                              www.semantix.co.uk
Levels of engagement
                                                                               Become an expert
                                                                       Become a mentor
Level of engagement




                                                                    Write a blog
                                                           Ask a question
                                                          (with attribution)
                                                 Comment
                                              (with attribution)

                                        Register
                                  Comment
                                (Anonymously)
                      Browse, search, learn
                         (Anonymously)

                                       Type of engagement

                                                                                  www.semantix.co.uk
Patterns of contribution
                          Ref: Jacob Nielson http://www.useit.com/alertbox/participation_inequality.html
Number of contributions




                              1% active contributors

                                9% occasional contributors
                                                                      The 1-9-90 rule

                                                    90% readers (aka „lurkers‟)




                                                    Number of participants


                                                                                           www.semantix.co.uk
The “1% Rule”
    For every 100 people online only 1 person will create
     content and 10 will “interact” with it. The other 89 will
     just view it.
    Each day at YouTube there are 100 million downloads
     and 65,000 uploads
    50% of all Wikipedia article edits are done by 0.7% of
     users, and more than 70% of all articles have been
     written by just 1.8% of all users
    In Yahoo Groups, 1% of the user population might
     start a group; 10% of the user population might
     participate actively. 100% of the user population
     benefits from the activities of the above groups
                                         Source: The Guardian

                                               www.semantix.co.uk
The important message is: look after
       your content creators!




                               www.semantix.co.uk
But have we forgotten how
  to have conversations?
Is this what we
  asked for or
      what
   managers
    think we
     need?
Group Collaboration
    Conversation is NOT:
       Discussion, deliberation, negotiation

       Committee, team, task or working group

       Majority wins, minority dominance, groupthink




    Conversation IS:
       Free-flowing exchange of ideas among equals

       All ideas are solicited and are considered

       Best ideas rise to the top




                        Cass R Sunstein, 2006

                                                www.semantix.co.uk
Understanding your community:
   Culture and Behaviours




                        www.semantix.co.uk
www.semantix.co.uk
Community Type

   Helping Communities provide a forum for community
    members to help each other with everyday work needs.
   Best Practice Communities develop and disseminate
    best practices, guidelines, and procedures for their
    members use.
   Knowledge Stewarding Communities organise,
    manage, and steward a body of knowledge from which
    community members can draw.
   Innovation Communities create breakthrough ideas,
    new knowledge, and new practices.


                                            www.semantix.co.uk
Understanding your Community
                Helping                  Best Practice          Knowledge                Innovation
                Communities              Communities            Stewarding               Communities
                                                                Communities
Drivers         Lower cost through      Lower cost through    Professional            Tracks shifting
                reuse                    standardisation        development              marketing trends
                Social responsibility   Consistency of                                 Regulation and

                                         project                                         legislation
                                         Improves outcomes



Activities      Connecting              Collecting,           Enlisting leading       Decipher trends
                members                  Vetting               experts                  Share insights
                Knowledge who‟s         Publishing            Manage content          Development of
                who                                                                      Policy


Structure       Problem solving         Index and store       Task force              Domain experts
                Sub committees          Best practice                                   Sub-committees
and roles                                Publishing


Reward for      Sense of belonging      Desire for            Passion for the         Job responsibility to
                Assistance to daily     improvement            topic                    detect emerging
participation   work                                            Professional            trends
                                                                development

Knowledge       Tacit - high            Low tacit             Tacit to explicit      Explicit to tacit.

                socialisation            Explicit to explore   Tacit to tacit
                                                                                   www.semantix.co.uk
Community Roles and Responsibilities
   Champion/Sponsor is able to envision the services
    of a CoP over time, and should have a sense of how
    the CoP can interact across the organisation
   Facilitator/Coordinator consulting, connecting,
    facilitating, helping, guiding.
   Leader serves an integral role in the community's
    success by energising the sharing process and
    providing continuous nourishment for the community
   Librarian organises information/data (may be part of
    Facilitator/Coordinator role).
   Technical Steward understands business needs and
    ensure the appropriate tools are available to meet
    these needs.
   Experts are the subject matter specialists
   Members/Participants without these there is no
    community; the essence of a community is its
    members.
Members of an active community
                                                        transactional


     lurkers

                                           peripheral


                                     occasional
                    experts
                                  active
                                                         beginners
                            core group
               leaders

                    facilitator                              outsiders
Your community‟s life-cycle

                                                            Sustain/Renew
Level of energy




                                             Grow
 and visibility




                              Start-up
                                                                                                    Close
                   Plan


                  Discover/     Incubate/        Focus/              Ownership/           Let go/           Time
                  imagine       deliver          expand              openness             remember
                                value

                       From: Cultivating Communities of Practice by Wenger, McDermot and Snyder


                                                                                                  www.semantix.co.uk
The community will go
through cycles of activity
Activity




                         www.semantix.co.uk
What makes a successful community?




                          www.semantix.co.uk
What makes a successful CoP?
   clear purpose – what will it be used to do?
   creating a safe and trusted environment
   committed core group of active participants
   being motivated
   knowing the needs of participants
   having a clear action plan with activities to meet
    needs
   blending face-to-face and online activities
This can all be achieved by good, active
  facilitation
                                           www.semantix.co.uk
Facilitators‟ (Coordinators,
Moderators) responsibilities
 Facilitation and Coordination of a CoP includes:
    monitoring activity
    encouraging participation (facilitation
     techniques)
    producing an action plan
    reporting CoP activity – metrics, evaluations
    monitoring success criteria and impact
    managing CoP events
                                               www.semantix.co.uk
A
Facilitator/Coordinator
     cultivates the
       community




               www.semantix.co.uk
A Good Facilitator/Coordinator?




                         www.semantix.co.uk
Facilitating online - the
    challenges
   designing the right mix of online and off-line activities
    ('blended learning')
   catering for different learning styles and needs
   learning to become a 'guide' or 'facilitator'
   dealing with administrative, technical issues and
    support requirements, and issues of time
   avoiding the dangers of misinterpretation of text
   finding the right voice
   standing back, and allowing members to discover the
    power


                                                   www.semantix.co.uk
Nine steps to a successful CoP
1.   Provide significant funding for face-to-face events
2.   Ensure community activities address business issues
3.   Provide CoP facilitator training
4.   Ensure CoP facilitators are given sufficient time for
     their role
5.   Ensure high levels of sponsor expectation
6.   Engage members in developing good practice
7.   Improve the usefulness of Tools provided
8.   Ensure there are clearly stated goals
9.   Promote CoPs ability to help employee‟s solve daily
     work challenges

          Source: Knowledge & Innovation Network, Warwick Business School
Communities of Practice in UK
    Local Government
www.communities.idea.gov.uk



                         www.semantix.co.uk
There is a growing recognition but
    not yet a consensus about
integrating Community of Practice
    (CoP)-style working in the
 everyday practice of public sector
    programmes and services.
About UK Local Government
   Local government in England and Wales
    employs a workforce of 2.1 million people
    across 397 local authorities.
   Each authority is working to deliver the same
    700 services to their residents.
   Has an annual operating budget of over £106
    billion ($177 billion) for delivering services.




                                           www.semantix.co.uk
For some it‟s a culture shock




                         www.semantix.co.uk
Building an environment to support
collaborative working

             Find and connect with experts


               Find and connect with your peers




Threaded discussion forums, wikis, blogs, document repository

                                         Event calendar
          News feeds


                                News and Newsletters


                                                          www.semantix.co.uk
www.semantix.co.uk
Evaluating success (and ROI)




                        www.semantix.co.uk
Metrics & Measurement
   Identify Business Objectives
   Decide on Priorities
   Choose What to Measure & Tools
       Quantitative
       Qualitative
   Benchmark
   Identifying Trends


                                www.semantix.co.uk
IDeA CoP Membership and
communities
   Over 57,000 registered members
   Over 1000 communities
   Average membership of a community is 50
   Highest membership of a community is
    over 1800
   Over 2700 members are contributing.
   Average of over 16,000 visits per month.
   Average of over 1000 contributions per
    month.

                                   www.semantix.co.uk
Understanding the community
profile

                   Power
                 Contributors
                                Contributors

     Observers

                                 Inactive




                                            www.semantix.co.uk
What to measure (everything!)
  60000                                                                            Number of contributing CoP
                     Total registered CoP
                                                                                           Members
  50000                    members                                      10000
  40000                                                                  9000
                                                                         8000
  30000                                                                  7000
                                                                         6000
  20000                                                                  5000
                                                                         4000
  10000                                                                  3000
                                                                         2000
      0
                                                                         1000
                                                                            0
                                                                                 Jan-08   May-08   Sep-08   Jan-09   May-09   Sep-09   Jan-10



                  Percentage of CoP members                                         Average no. of contributions
17.00%               who are contributors                               6.3000
                                                                                        made per member
16.00%                                                                  5.3000

                                                                        4.3000
15.00%
                                                                        3.3000
14.00%
                                                                        2.3000
13.00%                                                                  1.3000

12.00%                                                                  0.3000

11.00%
         Jan-08   May-08   Sep-08   Jan-09   May-09   Sep-09   Jan-10
Network maps provide insight and
prompt questions
“I frequently or very frequently receive
information from this person that I need to
do my job.”




 Hutchinson Associates 2005
                                         www.semantix.co.uk
Successful CoPs – Measuring
Outcomes
   Mapping Services Agreement (535 members) –
    joint procurement strategy on target for achieving
    savings of over £100m over 4 years.
   NI14 Avoidable Contact (631 members) – highly
    active online conferences
   Policy and Performance (1785 members) –
    Producing joint policy briefings
   Projects and Programme Management (356
    members)– Consistent contract templates developed
    for all local authorities.



                                              www.semantix.co.uk
Measuring Return on Investment
Cost of one face to face conference:
 100 people attending an event in London
 £5000/EUR 5,800 for rooms + lunch

 £30/EUR 58 per person return train travel from a
  central England venue (Birmingham).
One face-to-face conference would cost
  £8000/EUR 9,300

Cost of an on-line conference is virtually
 £0/EUR 0. There have been over 15 on-
 line conferences facilitated by IDeA so
 far.

                                             www.semantix.co.uk
What is the value to the individual


   Ask the CoP members….




                            www.semantix.co.uk
Keeping up to date with
 current thinking
“The site is a good way to check things being
 released by government or to look up
 something you may have missed, it‟s an extra
 safety net. I always go on at least a couple of
 times a week to keep my eyes open to the
 issues and make sure we‟re pointing in the
 right direction.”

TH - Policy Officer, Sandwell Borough Council


                                                www.semantix.co.uk
Innovations
“Many of the online groups that we set up on
  the site either reflected new projects or were
  new groups working on a new priority that
  wasn‟t covered under the business unit or
  structure. So for our change groups for
  example, it was a place for those new
  projects and communities to have a home.”

NH, Projects and Research Lead, Innovation Unit, Kent County Council.




                                                            www.semantix.co.uk
Sharing Good Practice /
 avoiding duplication of work
“I was scanning the website and I happened to
  come across work by colleagues in Barnet on
  diversity monitoring, which means you can
  profile your users to make sure you‟re not
  providing services that aren‟t needed.”

DB, Senior Policy Manager (equalities), London Borough of
  Sutton.


                                              www.semantix.co.uk
Relationship Building


“The thing about CoPs is the discussions
 and ideas that go on,” he adds, “it‟s like
 having an ongoing network of contacts,
 and that was difficult to do before.”

PT, business architect, Wolverhampton City
  Council


                                      www.semantix.co.uk
Measuring value by productivity
Benchmarking (52 CoPs surveyed)
How do you compare with other CoPs?




 Source: Knowledge & Innovation Network, Warwick Business School
Metrics
     Don‟t rely on metrics to claim your community is
      successful.
     Use metrics and indicators to understand your
      community better.


A chicken doesn’t get fatter the more you weigh it!




                                           www.semantix.co.uk
Lessons Learnt
Top Tips.
Do….
   ..identify and look after your facilitators – they are
    quite often the difference between successful and
    unsuccessful communities
   ..let users drive their own experimentation and use of
    tools.
   ..target and support areas that have a clear desire
    and need.
   ..build trust and relationships face to face where
    possible.
   ..condition your managers for failure – not every CoP
    is going to be successful.
   ..use online conferences and „Hot Seats‟ to build
    membership growth and encourage conversations.
Top Tips.
    Don‟t....

   ..think you can force people to collaborate
   ..assume everyone understands how to use
    Web2.0/social media tools.
   ..assume everyone knows how to contribute.
   ..worry about the „lurkers‟.
   ..let command, control or hierarchy hamper
    or kill your community
   ..let managers turn indicators into targets
Know when
to let go!




             www.semantix.co.uk
Recommended Reading

    Cluetrain Manifesto – David Weinberger
    Cultivating Communities of Practice –
     Etienne Wenger, Richard McDermot, William Snyder.

    Community, Economic Creativity and
     Organization – Ash Amin, Joanne Roberts
    Here Comes Everybody – Clay Shirky
    Groundswell – Charlene Li and Josh Bernoff
    Tribes – Seth Godin
                                                     www.semantix.co.uk
Evolution of Knowledge




 "If you always do what you always did,
      you'll always get what you got."
           Albert Einstein, 1879-1955




                                        www.semantix.co.uk
Thank you!

 Steve.dale@semantix.co.uk                  http://www.linkedin.com/in/stevedalexxx


 stephendale                                http://twitter.com/stephendale


http://www.flickr.com/photos/stephendale/   http://steve-dale.net


http://friendfeed.com/dissident             http://stephendale.net



http://www.delicious.com/stephendale




                                                             www.semantix.co.uk

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Cultivating knowledge through Communities of Practice

  • 1. Congreso Internacional EDO 2010 Steve Dale Director Semantix (UK) Ltd
  • 2. Who am I? Stephen Dale (Steve) An evangelist and practitioner in the use of Web 2.0 technologies and Social Media applications to support personal self-development and knowledge sharing. Steve was the business lead and information architect for the community of practice platform currently deployed across the UK local government sector, the largest professional network of its type, and continues to play a key role in the support of virtual communities of practice for value creation in public services. www.semantix.co.uk
  • 3. What I will cover  What is a „Community of Practice‟ (CoP)?  Moving from conversations to collaboration  Community culture and behaviours  What makes a successful community?  CoPs in UK Local Government  Measuring success and ROI  Lessons Learnt www.semantix.co.uk
  • 4. What is a Community of Practice? ? What is a www.semantix.co.uk
  • 5. Communities of Practice an environment connecting people and encouraging the sharing of ideas and experiences www.semantix.co.uk
  • 6. A successful CoP needs certain ingredients www.semantix.co.uk
  • 7. A community www.semantix.co.uk
  • 8. A domain of interest www.semantix.co.uk
  • 9. A place to meet www.semantix.co.uk
  • 11.
  • 12.
  • 13.
  • 14. But what’s new about Communities of Practice?
  • 16. Guild of Goldsmiths Guild of St Luke (painters) Royal Guild of Cloth makers www.semantix.co.uk
  • 17. Over 800 Worshipful Companies www.wordle.net
  • 18. Why have a Community of Practice? “CoPs are not about bringing knowledge into the organisation but about helping to grow the knowledge that we need internally within our organisations.” www.semantix.co.uk
  • 19. Communities of Practice  puts you in touch with like-minded colleagues and peers  allows you to share your experiences and learn from others  allows you to collaborate and achieve common outcomes  accelerates your learning  validates and builds on existing knowledge and good practice  provides the opportunity to innovate and create new ideas www.semantix.co.uk
  • 20. Evolving from What is a conversations to ? collaboration www.semantix.co.uk
  • 21. Degrees of Transparency and Trust Join our list Join our forum Join our community Increasing collaboration and transparency of process www.semantix.co.uk
  • 22. Collaborative Working – some distinctions Purpose Members Adhesive Duration Formal work To deliver a Employees who Job requirements Until group product or reports to the and org organisational service group‟s manager structure restructuring Project team To accomplish a Employees Project Until project task assigned by milestones and completion senior goals management Social To collect and Friends and Mutual needs As long as networks pass on acquaintances and interests people have a information reason to connect Community To develop Members who Passion, As long as of Practice members’ select commitment there is capabilities; themselves and interest in to build and identification maintaining exchange with the the group knowledge group’s expertise KIN, Warwick Business School
  • 23. Why does a person engage with a Community of Practice?  Attractive purpose grabs and retains attention  Perceived benefits:  Socialisation  Co-learning, knowledge sharing and co-production  Each person chooses to be a member  Volition  Joining in – and leaving! www.semantix.co.uk
  • 24. Levels of engagement Become an expert Become a mentor Level of engagement Write a blog Ask a question (with attribution) Comment (with attribution) Register Comment (Anonymously) Browse, search, learn (Anonymously) Type of engagement www.semantix.co.uk
  • 25. Patterns of contribution Ref: Jacob Nielson http://www.useit.com/alertbox/participation_inequality.html Number of contributions 1% active contributors 9% occasional contributors The 1-9-90 rule 90% readers (aka „lurkers‟) Number of participants www.semantix.co.uk
  • 26. The “1% Rule”  For every 100 people online only 1 person will create content and 10 will “interact” with it. The other 89 will just view it.  Each day at YouTube there are 100 million downloads and 65,000 uploads  50% of all Wikipedia article edits are done by 0.7% of users, and more than 70% of all articles have been written by just 1.8% of all users  In Yahoo Groups, 1% of the user population might start a group; 10% of the user population might participate actively. 100% of the user population benefits from the activities of the above groups Source: The Guardian www.semantix.co.uk
  • 27. The important message is: look after your content creators! www.semantix.co.uk
  • 28. But have we forgotten how to have conversations?
  • 29. Is this what we asked for or what managers think we need?
  • 30. Group Collaboration  Conversation is NOT:  Discussion, deliberation, negotiation  Committee, team, task or working group  Majority wins, minority dominance, groupthink  Conversation IS:  Free-flowing exchange of ideas among equals  All ideas are solicited and are considered  Best ideas rise to the top Cass R Sunstein, 2006 www.semantix.co.uk
  • 31. Understanding your community: Culture and Behaviours www.semantix.co.uk
  • 33. Community Type  Helping Communities provide a forum for community members to help each other with everyday work needs.  Best Practice Communities develop and disseminate best practices, guidelines, and procedures for their members use.  Knowledge Stewarding Communities organise, manage, and steward a body of knowledge from which community members can draw.  Innovation Communities create breakthrough ideas, new knowledge, and new practices. www.semantix.co.uk
  • 34. Understanding your Community Helping Best Practice Knowledge Innovation Communities Communities Stewarding Communities Communities Drivers Lower cost through Lower cost through Professional Tracks shifting reuse standardisation development marketing trends Social responsibility Consistency of Regulation and project legislation Improves outcomes Activities Connecting Collecting, Enlisting leading Decipher trends members Vetting experts Share insights Knowledge who‟s Publishing Manage content Development of who Policy Structure Problem solving Index and store Task force Domain experts Sub committees Best practice Sub-committees and roles Publishing Reward for Sense of belonging Desire for Passion for the Job responsibility to Assistance to daily improvement topic detect emerging participation work Professional trends development Knowledge Tacit - high Low tacit Tacit to explicit Explicit to tacit. socialisation Explicit to explore Tacit to tacit www.semantix.co.uk
  • 35. Community Roles and Responsibilities  Champion/Sponsor is able to envision the services of a CoP over time, and should have a sense of how the CoP can interact across the organisation  Facilitator/Coordinator consulting, connecting, facilitating, helping, guiding.  Leader serves an integral role in the community's success by energising the sharing process and providing continuous nourishment for the community  Librarian organises information/data (may be part of Facilitator/Coordinator role).  Technical Steward understands business needs and ensure the appropriate tools are available to meet these needs.  Experts are the subject matter specialists  Members/Participants without these there is no community; the essence of a community is its members.
  • 36. Members of an active community transactional lurkers peripheral occasional experts active beginners core group leaders facilitator outsiders
  • 37. Your community‟s life-cycle Sustain/Renew Level of energy Grow and visibility Start-up Close Plan Discover/ Incubate/ Focus/ Ownership/ Let go/ Time imagine deliver expand openness remember value From: Cultivating Communities of Practice by Wenger, McDermot and Snyder www.semantix.co.uk
  • 38. The community will go through cycles of activity Activity www.semantix.co.uk
  • 39. What makes a successful community? www.semantix.co.uk
  • 40. What makes a successful CoP?  clear purpose – what will it be used to do?  creating a safe and trusted environment  committed core group of active participants  being motivated  knowing the needs of participants  having a clear action plan with activities to meet needs  blending face-to-face and online activities This can all be achieved by good, active facilitation www.semantix.co.uk
  • 41. Facilitators‟ (Coordinators, Moderators) responsibilities Facilitation and Coordination of a CoP includes:  monitoring activity  encouraging participation (facilitation techniques)  producing an action plan  reporting CoP activity – metrics, evaluations  monitoring success criteria and impact  managing CoP events www.semantix.co.uk
  • 42. A Facilitator/Coordinator cultivates the community www.semantix.co.uk
  • 43. A Good Facilitator/Coordinator? www.semantix.co.uk
  • 44. Facilitating online - the challenges  designing the right mix of online and off-line activities ('blended learning')  catering for different learning styles and needs  learning to become a 'guide' or 'facilitator'  dealing with administrative, technical issues and support requirements, and issues of time  avoiding the dangers of misinterpretation of text  finding the right voice  standing back, and allowing members to discover the power www.semantix.co.uk
  • 45. Nine steps to a successful CoP 1. Provide significant funding for face-to-face events 2. Ensure community activities address business issues 3. Provide CoP facilitator training 4. Ensure CoP facilitators are given sufficient time for their role 5. Ensure high levels of sponsor expectation 6. Engage members in developing good practice 7. Improve the usefulness of Tools provided 8. Ensure there are clearly stated goals 9. Promote CoPs ability to help employee‟s solve daily work challenges Source: Knowledge & Innovation Network, Warwick Business School
  • 46. Communities of Practice in UK Local Government www.communities.idea.gov.uk www.semantix.co.uk
  • 47. There is a growing recognition but not yet a consensus about integrating Community of Practice (CoP)-style working in the everyday practice of public sector programmes and services.
  • 48. About UK Local Government  Local government in England and Wales employs a workforce of 2.1 million people across 397 local authorities.  Each authority is working to deliver the same 700 services to their residents.  Has an annual operating budget of over £106 billion ($177 billion) for delivering services. www.semantix.co.uk
  • 49. For some it‟s a culture shock www.semantix.co.uk
  • 50. Building an environment to support collaborative working Find and connect with experts Find and connect with your peers Threaded discussion forums, wikis, blogs, document repository Event calendar News feeds News and Newsletters www.semantix.co.uk
  • 52. Evaluating success (and ROI) www.semantix.co.uk
  • 53. Metrics & Measurement  Identify Business Objectives  Decide on Priorities  Choose What to Measure & Tools  Quantitative  Qualitative  Benchmark  Identifying Trends www.semantix.co.uk
  • 54. IDeA CoP Membership and communities  Over 57,000 registered members  Over 1000 communities  Average membership of a community is 50  Highest membership of a community is over 1800  Over 2700 members are contributing.  Average of over 16,000 visits per month.  Average of over 1000 contributions per month. www.semantix.co.uk
  • 55. Understanding the community profile Power Contributors Contributors Observers Inactive www.semantix.co.uk
  • 56. What to measure (everything!) 60000 Number of contributing CoP Total registered CoP Members 50000 members 10000 40000 9000 8000 30000 7000 6000 20000 5000 4000 10000 3000 2000 0 1000 0 Jan-08 May-08 Sep-08 Jan-09 May-09 Sep-09 Jan-10 Percentage of CoP members Average no. of contributions 17.00% who are contributors 6.3000 made per member 16.00% 5.3000 4.3000 15.00% 3.3000 14.00% 2.3000 13.00% 1.3000 12.00% 0.3000 11.00% Jan-08 May-08 Sep-08 Jan-09 May-09 Sep-09 Jan-10
  • 57. Network maps provide insight and prompt questions “I frequently or very frequently receive information from this person that I need to do my job.” Hutchinson Associates 2005 www.semantix.co.uk
  • 58. Successful CoPs – Measuring Outcomes  Mapping Services Agreement (535 members) – joint procurement strategy on target for achieving savings of over £100m over 4 years.  NI14 Avoidable Contact (631 members) – highly active online conferences  Policy and Performance (1785 members) – Producing joint policy briefings  Projects and Programme Management (356 members)– Consistent contract templates developed for all local authorities. www.semantix.co.uk
  • 59. Measuring Return on Investment Cost of one face to face conference:  100 people attending an event in London  £5000/EUR 5,800 for rooms + lunch  £30/EUR 58 per person return train travel from a central England venue (Birmingham). One face-to-face conference would cost £8000/EUR 9,300 Cost of an on-line conference is virtually £0/EUR 0. There have been over 15 on- line conferences facilitated by IDeA so far. www.semantix.co.uk
  • 60. What is the value to the individual Ask the CoP members…. www.semantix.co.uk
  • 61. Keeping up to date with current thinking “The site is a good way to check things being released by government or to look up something you may have missed, it‟s an extra safety net. I always go on at least a couple of times a week to keep my eyes open to the issues and make sure we‟re pointing in the right direction.” TH - Policy Officer, Sandwell Borough Council www.semantix.co.uk
  • 62. Innovations “Many of the online groups that we set up on the site either reflected new projects or were new groups working on a new priority that wasn‟t covered under the business unit or structure. So for our change groups for example, it was a place for those new projects and communities to have a home.” NH, Projects and Research Lead, Innovation Unit, Kent County Council. www.semantix.co.uk
  • 63. Sharing Good Practice / avoiding duplication of work “I was scanning the website and I happened to come across work by colleagues in Barnet on diversity monitoring, which means you can profile your users to make sure you‟re not providing services that aren‟t needed.” DB, Senior Policy Manager (equalities), London Borough of Sutton. www.semantix.co.uk
  • 64. Relationship Building “The thing about CoPs is the discussions and ideas that go on,” he adds, “it‟s like having an ongoing network of contacts, and that was difficult to do before.” PT, business architect, Wolverhampton City Council www.semantix.co.uk
  • 65. Measuring value by productivity
  • 66. Benchmarking (52 CoPs surveyed) How do you compare with other CoPs? Source: Knowledge & Innovation Network, Warwick Business School
  • 67. Metrics  Don‟t rely on metrics to claim your community is successful.  Use metrics and indicators to understand your community better. A chicken doesn’t get fatter the more you weigh it! www.semantix.co.uk
  • 69. Top Tips. Do….  ..identify and look after your facilitators – they are quite often the difference between successful and unsuccessful communities  ..let users drive their own experimentation and use of tools.  ..target and support areas that have a clear desire and need.  ..build trust and relationships face to face where possible.  ..condition your managers for failure – not every CoP is going to be successful.  ..use online conferences and „Hot Seats‟ to build membership growth and encourage conversations.
  • 70. Top Tips. Don‟t....  ..think you can force people to collaborate  ..assume everyone understands how to use Web2.0/social media tools.  ..assume everyone knows how to contribute.  ..worry about the „lurkers‟.  ..let command, control or hierarchy hamper or kill your community  ..let managers turn indicators into targets
  • 71. Know when to let go! www.semantix.co.uk
  • 72. Recommended Reading  Cluetrain Manifesto – David Weinberger  Cultivating Communities of Practice – Etienne Wenger, Richard McDermot, William Snyder.  Community, Economic Creativity and Organization – Ash Amin, Joanne Roberts  Here Comes Everybody – Clay Shirky  Groundswell – Charlene Li and Josh Bernoff  Tribes – Seth Godin www.semantix.co.uk
  • 73. Evolution of Knowledge "If you always do what you always did, you'll always get what you got." Albert Einstein, 1879-1955 www.semantix.co.uk
  • 74. Thank you! Steve.dale@semantix.co.uk http://www.linkedin.com/in/stevedalexxx stephendale http://twitter.com/stephendale http://www.flickr.com/photos/stephendale/ http://steve-dale.net http://friendfeed.com/dissident http://stephendale.net http://www.delicious.com/stephendale www.semantix.co.uk