Material collated from various sources, including Slideshare, on the basics of Communities with focus on Innovation as their purpose.

1. Communities for Innovation NirmalaPalaniappan KM Evangelist & Inventor http://nirmala-km.blogspot.com @nimmypal (Twitter)

2. A significant portion of the material in this presentation has been collated from external sources and are not this author's own creations or experiences. All slides which refer to such material carry the hyperlink to the corresponding source (article/website/PPT) at the bottom of the slide. This presenter would like to thank all the original authors/writers for these wonderful inputs and confirm that her job was to primarily process and combine all the material in a meaningful manner and add some of her own thoughts at regular intervals! 

3. Why Communities? What are Communities? When should you form a Community? Who should a Community comprise of? Where should a Community function/meet? How do Communities function /Innovate? Examples & Experiences Summary Agenda

4. Communities In human communities, intent, belief, resources, preferences, needs, risks, and a number of other conditions may be present and common, affecting the identity of the participants and their degree of cohesiveness. - Wikipedia

5. Communities - Knowledge

6. Communities – Domain Expertise

7. Communities of Interest KM Groups that discuss, debate, share, predict, teach and keep track of anything relevant PG Wodehouse – Articles, Books, Tools, Experiences, Feedback, on Books, Weekend Meetings and a lot more

8. Project management – Hierarchical, Matrix, Projectized (similar to communities) Movie Crews Projectized Organizations

9. TEAM Together Everyone Achieves Miracles Together Everyone Achieves More Brainstorming Conventional method to leverage on collective knowledge and generate new ideas Some Clichés

10. “All really important innovations and changes normally start from tiny minorities of people who use their creative freedom”. EF Schumacher (Author of the book “Small is Beautiful”) “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead, Cultural Anthropologist Inspiration

11. The future belongs to organizations that learned to truly unleash the creative powers of self-organizing project communities, knowledge networks, open source teams, and other new ways of work and learning, based on free associations of people who are passionate about what they do together. Communities of practice are in the center of this widening innovation movement Organizational Innovation From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

12. The meta-capability of collaboration is the No. 1 competitive advantage in the innovation ecology We nourish life with our generative relationships, as well as with value creation and exchange. Communities of practice are the “sweet spot” of those two dimensions Organizational Innovation From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

13. The fastest way to get smarter in any domain is to join its community of practice and this is a trend likely to expand its reach to all industries The shift toward multi-community membership is the most potent booster of the innovation potential of the enterprise Organizational Innovation From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

14. Shift in deeply seated mental models, the mutual inspiration and push-back necessary to radical innovation, are most likely to occur in high-trust relationships fostered by the communities People freely associating with another, combining their talents, and sharing their learning edges to complete projects or upgrade their skills and invent new ones, are the most generative source of permanent innovation Ideas from a community with a diverse profile are rarely likely to be rejected without evaluation Why? – Intricacies From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

15. What and When Going Beyond the Reasons why Communities Exist

16. Communities – Purposes, Perspectives Decision Making – Advisory in nature - Q&As, problem-solving Expertise /Competence – Discussions, learning-training, peer assist, best practices sharing Operations – Upgrading and distributing knowledge for daily use Innovation – Fostering ideas, evaluating and expanding on them and implementing them Strategic CoPs – Identified by top management Project Communities - Distributed and situational leadership for a specific and temporary project What, When

17. What, When http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729

18. What, When Facebook My Space Twitter Orkut Wikipedia Google Groups Yahoo Groups Wikispaces Self-organized communities, with or without Social Network Analysis in the case of Organizations Systematic Management effort to put together a community partly in tandem with hierarchical structures

19. Composition & Character Knowledge Brokers Ex-employees Multi-Community Members Periphery Learners Key Champions & Influencers Experts in Related Areas External Influencers Core Passive Specialists Partners Customers

20. Participation, Activity http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729

21. Participation, Activity Domain Services Products Processes Business Models Functional Areas Technology Solutions Operations Strategic Areas http://www.slideshare.net/stephendale/cop-conversations-to-collaboration-presentation?src=related_normal&rel=1228729

22. Alignment between the innovation capacity of the communities and the strategic intent of the organization Ideal communities are those that are self-sustaining, self-improving, self-evolving, and self-propagating Critical Points From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

23. Who The People and their Importance

24. The vitality of knowledge ecology--the rainforest of ideas, insights and inspirations - and innovation ecology depends on the same as the vitality of natural ecosystems: their diversity Who From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

25. Disruptive innovators – People with talent in multiple disciplines are better poised to see and connect the dots of breakthrough possibilities. These are ideally people with multi-community memberships Radical innovation needs people who are members in multiple communities, and play a role of “cultural translators” between them Who From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

26. Communities Experts, Specialists Generalists Associated Domains Technologists Novices Customers Partners Ex-Employees Theorists and Academicians Who

27. Who One of the most coveted jobs of the future Leadership Vision Subject Matter Expertise Interpersonal Skills People & Project Management Picture /Cartoon from www.greenchameleon.com - Patrick Lambe

28. Who A Community Leader’s Most Important Trait Monitor, Read Discover, Learn Follow, Invite Create, Share Explain, Blog/Publish Update, Help Interact, Respond Motivate, Educate Pursue, Share & Deliberate upon Knowledge

29. Where and How How Communities Function, Success Factors, and the Innovation Cycle

31. Knowledge Sharing sessions

32. Debates

33. Conferences

34. Outings

35. Contests, Games

36. Q&A

37. Lessons Learned sessions

38. Best Practices sharingWhere

39. Innovation frequently recombines facts and assessments in existing knowledge and the relationships between them. Therefore, how well those community-based knowledge assets are organized and validated is a substantive factor of the organization’s innovation capacity When coordination is lubricated by trustful relationship amongst the players, then there is less friction, its transaction cost is lower and results are better How - Knowledge Assets, Trust From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

40. From Wikipedia

42. Inward and outward

43. Levels of participation

44. Public/private decision

45. Value, metrics

46. Learning and innovation

47. Find its rhythm & establish itFrom Wikipedia

48. Community Innovation Cycle http://www.slideshare.net/bhc3/tapping-communities-to-accelerate-corporate-innovation

49. Idea generation (Trust, Transparency, Knowledge Assets) Evaluation (Knowledge Assets, Expertise) Implementation (Coordination via trustful relationship – less friction, lower transaction costs, better results) Commercialization (Customer communities to accelerate adoption) Innovation Projects From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

50. Creativity tools Brainstorming tools Concept maps and mind maps White boards Workspaces Six thinking hats, Collaboration games Storytelling Face to face meetings Tangible and intangible outputs – papers, solutions, prototypes, learning, sense of belonging Tools, Methods

51. Customer communities of practice are particularly essential to accelerate the adoption of an innovation if it is highly complex Customers - Commercialization From the Article, Innovation and Communities of Practice – www.CommunityIntelligence.co.uk

52. Finally Examples, Experiences, and Summary

53. IDEO – The Art of Innovation by Tom Kelley Cross-pollination is the alchemy of innovation The best products embrace people’s differences When you are stuck, talk to all the smart people you know A team that works well together can be like an avalanche of energy and enthusiasm Examples, Experiences From the book, The Art of Innovation by Tom Kelley

55. You must have an innovation project structure and support mechanisms

57. IBM Climate for Innovation – What Communities should be equipped with http://www.slideshare.net/elsua/apqc-2007-communities-hotbeds-of-innovation-at-ibm

59. 6,479 results in Amazon

60. Be clear about the Purpose Be sure about the People Persevere, Progress one step at a time Provide the needed support (Money, Methods, Tools, Training, Recognition, Rewards) Measure/monitor and celebrate success Summary

61. Thank You!

62. T COMM This presentation was originally made to Unisys. So, this presenter attempted to communicate the power of Communities to Unisys in their own language – by taking the liberty of tweaking their logo to playfully demonstrate the similarity between their own capabilities vis a vis the capabilities of a Community