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ของฝากคอ CoP

คุณเอื้อ และ คุณอำนวย ต้องช่วยกันค้นหา CoP ที่เกิดเอง และมีคุณค่าต่อองค์กร และเข้าไปทำนุบำรุง

ของฝากคอ CoP

            ผมเป็นสมาชิก Learning to Fly CoP ซึ่ง ลปรร. กันทาง e-mail loop    เห็นว่าประเด็น Virtual CoP ที่คุณ Dianna ถาม และคุณ Richard Miller ตอบนี้เป็นประโยชน์ต่อ “คุณอำนวย” ที่กำลังปลุกปล้ำ CoP   และต่อ “คุณเอื้อ”   จึงเอามาฝากครับ    “คุณเอื้อ” โปรดอ่านบทบาทของท่านต่อ  CoP เกิดเอง (Emergent Communities) ตรงตัวเข้มที่ผมเน้นไว้นะครับ

From: [email protected]

[mailto:[email protected]] On Behalf Of dwiggs444

Sent: 31 August 2005 19:11

To: [email protected]

Subject: [learning-to-fly] Virtual CoPs

 I am currently doing a sweep of companies who are facilitating virtual

CoPs and the tools they are using to implement them. Can anyone provide

me with knowledge of companies that are facilitating CoPs across their

value chain and what tools they are using? I am already familiar with

some of those more local to me in Illinois, such as Caterpillar and

John Deere. Thanks so much.

 Dianna Wiggins

McDonald's Corporation



BP is certainly worth looking at, as is Shell. Shell did a lot of work on communities and the value they got from them. A couple of years ago they published a great booklet full of success stories - many of them quantified - that showed how CoPs contributed value. Shell are happy for this document to be distributed amongst the community, so e-mail me direct if you want a  copy (rather than flooding the group with a large attachment.

Halliburton have done quite a lot as have Siemens. Another interesting company is Arup (civil engineering) which has a large number of fairly loose communities. It is quite interesting to look at the types of companies and  industries that have really successfully integrated CoPs into their ways of  working. It clearly works best in some environments.

       As far as technology is concerned I have seen successful CoPs built on almost every kind of tool from telephones and paper to the most cutting edge  collaboration tools. People and processes seem to be much more important in   CoPs than technology.

       You have to think about the type of CoP as they have different goals and organizational principles. I think that there are two types:

1. Strategic communities - created to meet an identified specific need

in an organisation.  They are the result of a top-down management decision.

 "To be successful we must maintain our leading position in the

industry in  developing attractive and novel financial products. 

To do this we must make   sure that the knowledge of our best

product developers is spread around the  organisation. That we

learn constantly from every new product launch and   that

everyone has access to our up-to-date assessment of tax law. 

We will set up a Community of Practice on financial product

development and   we will encourage all our leading experts to


These are often the most visible activity, they get management

support and   resources, but they are not necessarily the most



2. Emergent communities

 Emergent communities come out of the organisation itself.

A group of experts   will come together for mutual support. 

They find it useful to have access   to a group who share the

same expertise to help them solve problems, and to   bounce

ideas off.

 An emergent community is self-selecting and self managing. 

It will often be   invisible to most of the organisation, but works

away in the background   helping the community members to be

more effective.

 In one high-tech organisation, I found evidence of over 50 informal

communities using online tools to share and build expertise. 

Many people   knew about one or two of these networks, but

nobody was aware how many there  were, or how strong they


An emergent community can be a real hidden gem, and management's

task is often not to screw things up!

 Emergent communities often benefit from a little bit of

advertising to raise   their profile.  A community that everyone

knows about can have a much bigger   impact on than one that

is a secret known only to a few.  Many companies   monitor

the development and emergent communities, selecting

those that have   the biggest potential impact and

encouraging them to grow.

I have lots more if you are interested - drop me a line.

 Richard Miller

Miller-Klein Associates Ltd

Saith Ffynnon, Downing Road


Flintshire CH8 9EQ, UK

t: +44 1352 716 746

f: +44 1352 716 777

m: +44 780 119 3935

e: [email protected]


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