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Naval Supply System Command
1
Communities of Practice (CoP)
Ready. Resourceful. Responsive!
25 June 2003
No problem can be solved from the same level of consciousness that created it.
- Einstein
Naval Supply System Command
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Who do I work with?
What do I do?Facilitation
Training
Template Wizard
Metrics Gathering
How did I get involved with Communities of Practice?
Introduction
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Agenda
What are CoP’s?Who uses CoP’s?What’s their value to organizationsPrinciples of Cultivating CoP’sStages of DevelopmentChallengesMeasuring and ManagingSuccess StoryLessons Learned
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Evolving Communications
The old days of courier pigeons
Middle ages of postal service and phone calls
New age of electronic communicationEmail
Video Teleconferences
Chat Sessions
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CoP Defined
Communities of Practice:
“Communities of Practice are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis.” – Etienne Wenger
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Who uses CoP’s?
IRS
GSA
EPA
Ford Motor Co.
BP
HP
Xerox
Corning
World Bank
Best Buy
Federal Highways Administration
VA
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Why do they use CoP?
Expertise LocatorLists SkillsCurrent Contact Information
Data RepositoriesElectronic ArchiveRolling CalendarsAutomated Self Help
Knowledge DiscoveryCollaborative forumsThreaded Discussions
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Value Example
Healthcare Information
Justice System
Safe Cities (www.safecities.gov)
Federal Highway
Administration
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Cultivating CoP’s
How do we get started?Find Communities Already Active
Address Barriers
Focus on Value
Find Leaders
Document Business Practices
LASTLY, pick a tool
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Community Development
Planning and LaunchingMission, VisionEstablish Charter with top level support
Building and NurturingRoles and Responsibilities
MaturingEncouraging Ownership
Rejuvenating
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Stages – Planning and Launching
Establish charter w/top level supportRecruit and build a core team
Roles & Responsibilities
Taxonomy/populate siteEstablish ROE/norms/Business Rules/Mission of siteCreate Value for community
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Stages - Building & Nurturing
Launch the communityStand up training and supportDevelop relationships
Legitimize community coordinatorsCreating a Habit of consulting each other for helpContributions
Nurture Community Recruiting membersEngaging Members
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occasional
transactional
peripheral
active
coordinator
core group
lurkers
leaders
outsiders
experts
beginners
Participation Levels
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Stages – Maturing
Identify gaps in knowledge and develop a learning agenda
Identify mentors for newcomers
Measure the value of the community
Build and organize a knowledge repository
Allocate resources for maintenance
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Stages – Rejuvenating
Introduce new topics, speakers, meetings with other communities or teams.Sessions with vendors and suppliers can make the community aware of new technology or practices.Hold renewal workshopsRecruit new people to the core group, rotate coordinators.Mentor new members
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Challenges
Sponsorship
User acceptance
Maintaining momentum
Building trust and personal relationships
How do you transfer tacit knowledge?
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Measuring and Managing
Community Activity New membersMembers participation/# members
Knowledge CapturedHow many contributions/solutions
Performance OutcomesProblems resolvedReduction in cost/hoursMembers mentored
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Success Story
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Lessons Learned
Focus on people not the technology
Need support and participation to be successful
Monitor constantly for assistance and appropriate content
Roll out in waves and phases
Provide constant training,
support and coaching
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Summary
What are CoP’s?Who uses CoP’s?What’s their value to organizationsPrinciples of Cultivating CoP’sStages of DevelopmentChallengesMeasuring and ManagingSuccess StoryLessons Learned
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Contact Information
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Questions
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Backup Slides
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Obstacles
Dr. Gabriel Szulanski led a groundbreaking study to determine why best practices do not transfer from one part of an enterprise to another. The
results can be seen within NAVSUP activities:
Most of us might think that “turf protection” is the leading cause of failure to adopt best practices, but ignorance is the real culprit.
In most organizations neither the “source” nor the “recipient” knew someone else had the knowledge they required or that someone had an interest in their knowledge and best practice.
Lack of resources: time, money, and the practical detail to implement best practices is the second barrier.
Lack of any relationship, personal ties or credibility is missing between geographically dispersed managers.
Transferring best practices takes time. It took an average 27 months for a best practice to go from one part of a large organization to another. Yet, the results are remarkable!
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The Potential Gains are Enormous
Texas Instruments recently avoided the cost of building a $500 million wafer fabrication plant by leveraging internal knowledge and best practices.
Chevron has saved millions through sharing of Best practices across its refineries and other business units. This could be done with the FISC’s.
APQC awarded Eastman Kodak the Gold Award for Benchmarking a few years back for its global study of internal best practices in maintenance. Kodak not only improved uptime, quality, and customer satisfaction, but it also saved at least $12 million annually by implementing best practices.
Chew, Bresnaban, and Clark (HBR, 1992) reported performance differences of 3 to 1 between the best and worst of 42 almost identical food plants within a single company. The profitability of the top plant was more than 80 percent of the mean, and the bottom plant 40 percent below; yet, their situations were virtually the same.
Moving all plants to just the, average level of performance would result in an increased firm profitability of 20 percent.
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OrganizationOrganizationOrganizationOrganization
Short-termShort-termShort-termShort-term Long-termLong-termLong-termLong-term
MembersMembersMembersMembers Improve experienceImprove experience of work of work
Improve experienceImprove experience of work of work
Professional Professional developmentdevelopmentProfessional Professional developmentdevelopment
Develop Develop capabilitiescapabilities
Develop Develop capabilitiescapabilities
Solve business Solve business problemsproblems
Solve business Solve business problemsproblems
BuildBuildmomentummomentum
BuildBuildmomentummomentum
JustifyJustifyinvestmentinvestment
JustifyJustifyinvestmentinvestment
ParticipateParticipateParticipateParticipate
SupportSupportSupportSupport
Value
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Several layers of participationStakeholders
Conveners
Partners
Champions
Sponsor committee
Peripheral participants
Chartermembers
COP Network
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Communities of Practice
Short and Long-Term Value to Organizations and Community Members
Short-Term ValueImprove Business Outcomes
Long-Term ValueDevelop Organizational Capabilities
• Arena for problem solving• Quick answers to questions• Reduced time and costs• Improved quality of decisions• More perspectives on problems• Coordination, standardization, and synergies across units• Resources for implementing strategies• Strengthened quality assurance• Ability to take risks with backing of the community
• Help with challenges• Access to expertise• Better able to contribute to team• Confidence in one’s approach to problems• Fun of being with colleagues• More meaningful participation• Sense of belonging
Improve experience of work
Benefits toOrganization
Benefits toCommunityMembers
• Ability to execute a strategic plan• Authority with clients• Increased retention of talent• Capacity for knowledge-development projects• Forum for “benchmarking” against rest of industry• Knowledge-based alliances• Emergence of unplanned capabilities• Capacity to develop new strategic options• Ability to foresee technological developments• Ability to take advantage of emerging market opportunities
Foster Professional Development• Forum for expanding skills and expertise• Network for keeping abreast of a field• Enhanced professional reputation• Increased marketability and employability• Strong sense of professional identity
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Previous AIT CoP
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New AIT CoP
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New AIT Second Level
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Old Business Cards
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New Business Cards