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Where Communities of Practice and purpose Intersect: A model for Addressing the cultural divide

Learn how to address the cultural divide in knowledge management through the Communities of Practice and Purpose model. Discover best practices, lessons learned, and suggested reading to successfully implement KM initiatives.

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Where Communities of Practice and purpose Intersect: A model for Addressing the cultural divide

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  1. Where Communities of Practice and purpose Intersect: A model for Addressing the cultural divide Ann NolesKnowledge Champion www.capitalone.com

  2. Today’s Agenda Topics • Culture: it’s so important • How we started: grassroots and growing • Best Practices: but are they for you • Lesson’s Learned at Capital One. • Suggested Reading

  3. Technology Culture Process Successful KM initiatives

  4. Grass roots efforts will prove the concepts

  5. Culture Best Practices ? • Always begin with Communities of Practice • You can’t measure KM • KM should not be led from IT

  6. Communities of Practice • People who perform the same types of activities • Located in disparate locations • Have shared common interest in their work topic • No start and conclusion to their interactions

  7. Communities of Purpose • Together for purpose of completing a task/project • Will disband when the task/project is complete • Perform dissimilar activities • Only common interest is the task/project

  8. Operational Project Managers • 40 project managers who support call center operations • Tasked with helping to make analyst’s ideas into workable solutions • Rewarded for results and speed

  9. type of community?

  10. Assessment-Project Managers Solving the same problems over and over Little Documentation Difficult to assimilate new people into the group

  11. Rewards system • Speed • Number of projects they can move forward • Meet marketing’s timeline

  12. Project B Project C Project A Culture OPSProject Managers OPSProject Managers OPSProject Managers Diagram Communities of Practice / Communities of Purpose. Sharing Sharing

  13. Advantages to approach • New rewards consistent with culture • Begin building a repository • Learn collaborative practices • Has support of management • Proof of concept of project collaboration tools

  14. KM should not be led from IT Whoever has the passion should lead • HR • Metrics • IT • Financial • Educational

  15. You can’t measure KM • About 70 analysts • Geographically dispersed • Doing the same types of work supporting different lines of the business. • Objective • Elicit the level of sharing that is occurring within the community • Results evaluated relative to • Length of time with the company • Manager vs non-manager behavior • Business group supported • Location

  16. How often have you received questions from other teams?

  17. Culture Lesson’s Learned • Grass roots works • Stay aligned with the business goals • Champions should self select • Sponsors need to stay engaged • Time is our biggest hurdle • Build buy in for your pilots across all levels • Build partnerships across the organization There are no cookbook solutions. Evaluate everything you hear against your own culture

  18. Culture The Next Episode... • Pilots, pilots, pilots! • Communities of practice/purpose • Call Center Knowledge Base • External sales • Strategic Transfer • Expertise Location-our killer app • Capture our strategic learnings • Internal KM Conference: publicize the pilots • Implement the strategy • We still don’t have a home

  19. Recommended Reading • Working Knowledge-Prusak and Davenport • Common Knowledge-Nancy Dixon • Dance of Change-Peter Senge • If Only We Knew What We Know-O’Dell and Grayson

  20. QUESTIONS ? Ann Noles Knowledge Champion Capital One ann.noles@capitalone.com Thank You

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