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

Ann NolesKnowledge Champion

www.capitalone.com

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

Today’s Agenda Topics

Successful KM initiatives

Grass roots efforts will prove the concepts

Best Practices ? Always begin with

Communities of Practice

You can’t measure KM

KM should not be led from IT

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

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

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

type of community?

Practice Purpose

Type of work Similar DissimilarTime frame Continuous Beginning/EndInterest Subject ProjectReason cametogether

Interest in thetopic

Project

Assessment-Project Managers

Solving the same

problems over and

over

Little Documentatio

n

Difficult to assimilate new people into the

group

Rewards system Speed Number of projects they can move

forward Meet marketing’s timeline

Communities of Practice / Communities of Purpose.Diagram

Pro

ject

COPS

Project Managers

Pro

ject

B

OPSProject Managers

Pro

ject

A

OPSProject Managers

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

KM should not be led from IT

HR Metrics IT Financial Educational

Whoever has the passion should lead

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

How often have you received questions from other teams?

0

10

20

30

40

50

60

0-3 mos 4-6 mos 7-12 mos > 12 mos

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

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

The Next Episode...

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

Ann NolesKnowledge Champion

Capital Oneann.noles@capitalone.com