By Hubert Saint-Onge
How are you going to construct a profitable neighborhood of perform that's integrally associated with your company's strategic imaginative and prescient? study from the first-hand event of Hubert Saint-Onge, well-known via Fortune journal as a pace-setter within the box of information capital, and co-author Debra Wallace, the folks accountable for a contemporary venture to set up a group of perform for self sustaining brokers at Clarica existence coverage corporation- voted the most trendy wisdom organisations on this planet by way of practitioners and researchers. 'Leveraging groups of perform for Strategic virtue' combines conception and perform to stipulate a version for constructing profitable groups of perform and proposes a course for setting up groups of perform as an essential component of the organizational constitution. Saint-Onge and Wallace relate what labored, what did not, and why as they inform the tale from inception via implementation to review. no matter if you are constructing groups of perform or are looking to easy methods to leverage present groups for strategic achieve, this booklet offers you every thing you want to release profitable groups of perform on your association. * Hubert Saint-Onge has been well-known via Fortune journal as a pace-setter within the region of leveraging wisdom capital* Clarica has been voted some of the most trendy wisdom organizations on the earth by means of practitioners and researchers* Combines conception and perform to stipulate a version for constructing profitable groups of perform
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Extra info for Leveraging Communities of Practice for Strategic Advantage
Example text
We’ll look at the characteristics of communities of practice in more detail in Chapter 2 and then build the case for an organization’s involvement in developing and sustaining communities in Chapters 3 and 4. But let’s start with an overview of a knowledge management strategy. THE KNOWLEDGE CAPITAL INITIATIVE: CLARICA’S KNOWLEDGE MANAGEMENT STRATEGY Clarica’s business imperatives are not unlike those of other organizations. Clarica aims to increase earnings and accelerate growth to meet the expectations of its shareholders and provide value to its customers.
They are for the most part invisible and difficult to quantify and track, can’t be easily duplicated, and appreciate with purposeful use: business processes, customer loyalty, and areas of employee expertise. An organization’s intangible assets, its knowledge capital, are what give it a competitive edge in the knowledge era. Yet, most organizations focus on managing their tangible assets and systematically neglect their intangible assets. To fully leverage intangible assets, organizations require a different leadership and strategic approach to creating and sharing knowledge—an approach that makes the most of their knowledge capital.
But the return on leveraging the service technician’s knowledge was, as the credit card motto says, PRICELESS! Communities of practice have been recognized in some organizations as an integral structure in which employees (and sometimes colleagues from other organizations) join together in informal groups to talk about common issues, concerns, and challenges. The community’s activities are focused on learning: finding solutions to existing problems, creating understanding about business-related issues, improving current practice, and ultimately increasing the community members’ individual capabilities and contributing to organizational capabilities as a whole.