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
คำถาม
From: [email protected]
[mailto:[email protected]] On Behalf Of dwiggs444
Sent: 31 August 2005 19:11
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
คำตอบ
Dianna,
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:<pre> </pre><p>1. Strategic communities - created to meet an identified specific need</p><p>in an organisation. They are the result of a top-down management decision.</p><p> ”To be successful we must maintain our leading position in the</p><p>industry in developing attractive and novel financial products. </p><p>To do this we must make sure that the knowledge of our best </p><p>product developers is spread around the organisation. That we </p><p>learn constantly from every new product launch and that </p><p>everyone has access to our up-to-date assessment of tax law. </p><p>We will set up a Community of Practice on financial product </p><p>development and we will encourage all our leading experts to</p><p>participate.”</p><p>These are often the most visible activity, they get management </p><p>support and resources, but they are not necessarily the most </p><p>valuable.</p><pre> </pre><p>2. Emergent communities
</p><p> Emergent communities come out of the organisation itself. </p><p>A group of experts will come together for mutual support. </p><p>They find it useful to have access to a group who share the </p><p>same expertise to help them solve problems, and to bounce </p><p>ideas off. </p><p> An emergent community is self-selecting and self managing. </p><p>It will often be invisible to most of the organisation, but works </p><p>away in the background helping the community members to be </p><p>more effective.</p><p> In one high-tech organisation, I found evidence of over 50 informal</p><p>communities using online tools to share and build expertise. </p><p>Many people knew about one or two of these networks, but</p><p>nobody was aware how many there were, or how strong they </p><p>were.</p><p>An emergent community can be a real hidden gem, and management’s </p><p>task is often not to screw things up!</p><p> Emergent communities often benefit from a little bit of </p><p>advertising to raise their profile. A community that everyone </p><p>knows about can have a much bigger impact on than one that </p><p>is a secret known only to a few. Many companies monitor </p><p>the development and emergent communities, selecting </p><p>those that have the biggest potential impact and </p><p>encouraging them to grow.
</p><p>I have lots more if you are interested - drop me a line.</p><p> Richard Miller</p><p>Miller-Klein Associates Ltd</p><p>Saith Ffynnon, Downing Road</p><p>Whitford</p><p>Flintshire CH8 9EQ, UK</p><p>t: +44 1352 716 746</p><p>f: +44 1352 716 777</p><p>m: +44 780 119 3935</p><p>e: [email protected]</p><p>w: www.miller-klein.com</p><p> ที่จริงมีคนตอบคำถามนี้หลายคน ผมเลือกเอามาเฉพาะคำตอบที่น่าจะเป็นประโยชน์</p><p>ต่อพวกเราที่สุด
</p><p align="right">วิจารณ์ พานิช
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