Communities @ Schneider Electric - One key component of the company learning system
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Communities @ Schneider Electric
One key component of the company learning system
C&M - KM
Martin R. Dugage
June 2005
« It is not the strongest of the species that survives, nor the most
intelligent, but the one most responsive to change. »
- Charles Darwin
« War fighting successes will be conditioned by the knowledge and
judgment capabilities of individuals at the front lines. »
-DoN Report - 2002
C&M/CE - Martin R. Dugage - 041005 - En 2
Schneider Electric: Busineses, brands
Schneider Electric est a world leader in electrical distribution and
industrial automation & controls
Scheider Electric integrates Power & Control in a single offering of
products and solutions with well-jnown global brands as well as strong
local brands.
> Electrical Distribution
Make electrical energy safely available and reliable
" medium and low voltage
" ultra-terminal low voltage with a portfolio of local brands
> Automation & Control
Command, control, protect machines and equipment.
" Industrial Control
" Programmable Logic Controlers
" Motion Control
C&M/CE - Martin R. Dugage - 041005 - En 3
Schneider Electric - 2004 Figures
Consolidated Sales
Sales by Businesses
10.365 billion Euros
Operating Income 63 %
177
industrial Electrical Distribution
1.311 billion Euros 37 %
sites
Net Income Automation & Controls +
Growth businesses
565 million Euros
Sales by country zone Workforce
52 % Europe 54 % Europe
130 85 000
pays 24 % Amérique du Nord People 21 % Amérique du Nord
24 % International 25 % International
Source Annual Report 2004
C&M/CE - Martin R. Dugage - 041005 - En 4
Summary...
I. Knowledge Challenges @ Schneider Electric
II. Communities of Practice
III. Introducing CoPs - Example
IV. A vision for the future
C&M/CE - Martin R. Dugage - 041005 - En 5
Summary...
I. Knowledge Challenges @ Schneider Electric
II. Communities of Practice
III. Introducing CoPs - Example
IV. A vision for the future
C&M/CE - Martin R. Dugage - 041005 - En 6
Schneider Electric in the Knowledge Age
" The world is changing...
" Globalized Markets
" Social Communication Tools / « Networked
Individualism »
" And customer expectations too!
" Past: prices, service, and quality
" Now: productivity gains, solutions to problems and
innovation.
C&M/CE - Martin R. Dugage - 041005 - En 7
Development of « Networked Individualism »
" Interoperability of
applications
" Content Integration
Collaboration Sites
" Personal Tools
Personalized RSS Threads
RSS Threads
Blogs
Source: Lee Bryant - Headshift
C&M/CE - Martin R. Dugage - 041005 - En 8
The Knowledge Challenge of Globalization
" Technology / Market Shifts
" Resignations " Shorter Product Lifecycle
" Downsizing " Deregulation of energy markets
" Outsourcing " Industrialized countries / New
" Reorgs competition
" Relocating " Booming economies / Education of
new hires
?
" Retiring people
" Brain Drain " Acquisitions / partnerships / alliances
" Growing service business
Loss of Knowledge (?) " Solution Selling
" Interoperability / Standardization
Need for Knowledge
C&M/CE - Martin R. Dugage - 041005 - En 9
Business Problem
"Schneider Strategy "Capabilities?
" Integration " Fragmented teams?
" Execution " Slow moving?
" Cost reduction " Overlapping projects?
" Customer focus " Ongoing conversations?
C&M/CE - Martin R. Dugage - 041005 - En 10A Solution: More and Better Social Networking
Schneider employee
Customer employee Which organization is most likely to succeed?
C&M/CE - Martin R. Dugage - 041005 - En 11The Tenets of « Network Centric Business »
A Robustly Networked Staff Improves Information Sharing
Quality of Information
Information Sharing
Improves and
and
Shared Situational
Collaboration
Awareness
Collaboration
Shared Situational
Improves and
Awareness
Self-Synchronization
These in turn dramatically increase mission effectiveness
Source: adapted from Power to the Edge - CCRP
C&M/CE - Martin R. Dugage - 041005 - En 12Key Question
Why don’t people share what they know?
" Transmission issues " Reception issues
" Hoarding " NIH
" Boasting " Generalizability
" Cost of Being Studied " Cost of Studying
Source: GE
C&M/CE - Martin R. Dugage - 041005 - En 13Enter « Knowledge Management »
" Enterprise Collaboration (EC),
" Organizational Learning (OL),
" Communities of Practice (CP),
" Social Networks (SN),
" Intellectual Capital (IC),
" Complexity Science (CS),
" Content Management (CM),
" Measurement & Metrics (MM),
" Policy & Procedures (PP),
" Innovation & Invention (II)
" Analytics & Taxonomies (AT).
Source: John Maloney - KM Cluster
C&M/CE - Martin R. Dugage - 041005 - En 14Our Knowledge Management Journey > Reusing &
2005 Standardizing Good Business Practices
" International Coordination Orgs. " Key account management (SGBD, GMOD)
" Competence Centers " Automation Execution Center
" Application Centers
" Networks & Communities " Communities of Practice sponsored by Top Management (Contractors,
Water, Utilities…)
" Community Clusters (OEM Applications, CM3)
" Networking Events (Seminars, Forums)
" Collaboration / Teamware " Schneider tools: Integrated Quickplace platform (beta)
" Customer tools: Case of GSK
" Growing internal use of NetMeeting, Instant Messenging, eLearning…
" Document Mgt / Portals / Search " Planet (P&T Countries)
" mySE PP/ DV / EP
" Autonomy Search Engine
" Competency Development " Sales & Marketing Institute
" Schneider University
" Country Training Programs
" Enterprise Process Automation " Bridge (CRM / Customer Care)
" in countries as well, e.g. Chorus
C&M/CE - Martin R. Dugage - 041005 - En 15Summary...
I. Knowledge Challenges @ Schneider Electric
II. Communities of Practice
III. Introducing CoPs - Example
IV. A vision for the future
C&M/CE - Martin R. Dugage - 041005 - En 16Our Current KM Focus
Communities of Practice (CoPs)
Why?
" “CoPs have been found to be central to all successful KM
initiatives” - APQC 2002
" “Without communities of practice, it is impossible to create
a knowledge base” – Steve Denning (CKO – World Bank)
C&M/CE - Martin R. Dugage - 041005 - En 17A Formal Definition of CoPs
" A Community of Practice (CoP) is a group of people who ...
Domain " … share an interest in a topic
– understand what the issues are
– agree on common approaches
Community " … interact and build relationships
– help each other solve problems and answer questions
– network across teams and business units
Practice " … share and develop knowledge
– share information, insights, and best practices
– build tools and a knowledge base
" ... and thereby contribute to the success of the organization.
Source: E. Wenger
C&M/CE - Martin R. Dugage - 041005 - En 18Simplified Representation of a CoP
Domain
Roles
Community
Core Knowledge
Base
Rules
Collaborative
Knowledge-sharing Basic social cell for learning
Boundary
Source: Mc Dermott Consulting
C&M/CE - Martin R. Dugage - 041005 - En 19The CoP System
Explicit Tacit
" Management expects: " Members expect:
" Results " Practical help
" Documents " Networking
" Metrics " Recognition
" ... " ...
Source: CoP-1
C&M/CE - Martin R. Dugage - 041005 - En 201- CoPs are about Real-Time Learning
Knowledge Living collections of insights,
Assets experience and know-why
Leveraging Capitalizing
ARs
Communities Peer
of Practice Assists Learn Retrospects
during
People & Learn Learn
Teams Goals before
Using
Knowledge after Results
$
Inspired by: Kent Greenes - SAIC
C&M/CE - Martin R. Dugage - 041005 - En 212- CoPs as Mediators
•Sponsorship
•Time and Space
Management
•Mission
•Ressources •Evidence of value
•Recommendations
CoP
•Expert Knowledge
•Deliverables
•Control on Ressources
Project Teams
•Project Information
C&M/CE - Martin R. Dugage - 041005 - En 223- CoPs are the key IM Cell
Information Information
Source Subs Source
c ribe CoP is h
Publ
Information Subscribe Publish Information
Source Source
Pub
b s c ribe li sh
Su
Information Information
Source Source
•Comments
CoP is given access •Summarizes CoP gives access
CoP adds value to
rights to information •Categorizes rights to processed
information
sources •Rewrites information
•Adds structure
•(Meta data!) © Schneider Electric 2004
C&M/CE - Martin R. Dugage - 041005 - En 23The Knowledge Economy
Cell Network « Collective
Intelligence »
C&M/CE - Martin R. Dugage - 041005 - En 24What are CoPs about?
They are about: They are NOT about:
" Collaborating " Making decisions
" Sharing existing workload " Assigning new work
" Building capabilities " Planning for Actions
" Learning " Operations
" Coordinating " Deploying
" Connecting people " Storing information
" Capturing, applying & reusing " Writing documents for people
knowledge of other members outside the community
" Creating collective knowledge " Producing deliverables
C&M/CE - Martin R. Dugage - 041005 - En 25CoPs becoming Key Enterprise Organizational Forms
" Fonctional (Org. Chart)
" Attract talent & investments
" Allocate ressources on projets
" Project (Team)
" Produce deliverable
" Control use of resources
" « Learn » (CoP)
" Learn while doing
" Create « shared situation awareness »
C&M/CE - Martin R. Dugage - 041005 - En 26Summary...
I. Knowledge Challenges @ Schneider Electric
II. Communities of Practice
III. Introducing CoPs - Example
IV. A vision for the future
C&M/CE - Martin R. Dugage - 041005 - En 27The Business Case
" OEM (Machine Manufacturers) Clients
What does Schneider know about…
HOISTING APPLICATIONS expect Schneider salespeople to speak
their language and have technical
knowledge of their application
New
Kinshang Client " For this market, Schneider needs to move
(China) from transactional sales of products to
Civitavecchia
Boulogne
(Italy) technical sales of solutions
(France)
Pusan " The application center program will
(Korea)
develop worldwide leadership on target
applications for industrial automation
products
C&M/CE - Martin R. Dugage - 041005 - En 28A typical CoP at Schneider Electric
" Mission
" Produce marketing documents for market or customer segment
– market studies, machine descriptions, offer positioning, sales documents…
" Share knowledge on markets or customers, and assist community members in winning new
business
" Domain
" Knowledge of a market or customer segment
– size, market dyamics, prescription channels, client projects, applications
" Community
" Marketing: Marketing Managers, Sales Engineers
" Sales: Key account managers
" Practice
" Regular face-to-face and online meetings to share experience
" Annual fair (for Application center communities)
" Community Projects e.g. joint writing of a solution guide
" Building a common knowledge base
" « Peer assists »
C&M/CE - Martin R. Dugage - 041005 - En 29Collaborative Intranet Sites for CoPs C&M/CE - Martin R. Dugage - 041005 - En 30
Introducing a new corporate citizenship
Hiérarchy
Community of peers
" Recognize the need
" Encourage and promote
" Learn to manage and sponsor communities
C&M/CE - Martin R. Dugage - 041005 - En 312003 - The Evidence
" Real Success Stories
" Market intelligence: Market figures reevaluated
" Product strategy: Specs for worldwide application-
specific products are drafted
" Sales support: Expert support is provided across country
borders
" Client Relationship: New partnerships established with
clients (“co-designs”)
" Sales: New clients
" Positive Feedback from Top Management
" « At last a corporate marketing initiative that seems to be
giving good results »
" « Italy trains Spain; Spain trains Belgium. Now that ’s real
change! »
" Commitment of Key Front Line Managers
" “Why knowledge sharing has become so important to us”
" “How knowledge sharing creates value”
C&M/CE - Martin R. Dugage - 041005 - En 32Example - Airports Community
(2003 ->)
" 80 people
" « core group » (12 people)
" occasional contributors (70 people)
" Core group produces documents:
" Airport Solution Guide
" Green Book : Baggage Handling Systems
" Core Group organizes regular meetings
" Monthly (phone, Netmeeting):
– Sharing of successes and difficulties
– Discovering new offers for the Airport market
– Coordinating interantional projects
" Annually
– on the occasion of an aiport trade show (InterAirport, Passenger Terminal show…)
– Discussing strategic orientations for the market segment
– specifying offer gaps
– launching new offers
C&M/CE - Martin R. Dugage - 041005 - En 33Success Stories - Airports Community
" Training of a first class expert in one year with
recognition of expertise by clients
" Development of a new offering (weighing
solution)
" Joint penetration of a new market (400 Hz)
" Codification of common know-how (Airport
solution guide)
" Case study « Baggage Handling System »
" Djakarta Presentation
" ....
C&M/CE - Martin R. Dugage - 041005 - En 34" « The Airport community has been a great help to me in understanding the specific
requirements and has provided a forum where I can discuss problems with people
who understand this industry segment, we will probably never have more than
(number withheld) airport specialists in the UK. It also facilitates the flow of project
information, this may be in the project database but who gets time to read all of the
entries.
" The 'Airport Solution Guide' has been a major asset for the UK, it is our main
selling tool and we are developing our present ations to follow the same approach.
We could not have produced a document of the same quality in the UK.
" It will be difficult to measure the direct effect on sales the knowledge I have gained
has enabled me to project a much more professional approach to our customers,
they are starting to see =S= as having a real knowledge of there business drivers,
this has helped sales but it is not quantifiable. We do know that without the work
carried out on 400Hz we would not have to prospect of an order from (name
withheld) and we are starting to talk to the Ground power specialists in (name
withheld). »
e-Mail of July 7. 2004
(Highlights by Martin R. Dugage)
C&M/CE - Martin R. Dugage - 041005 - En 35Extension of Communities (2004->)
? Ideas Potential Building Total
" Distributor, Electrician & Residential 2 0 0 0 2
Market
" Contractors, Panelbuilders & Utilities 0 1 8 4 13
Buildings, Energy & Infrastructures
Markets (CM3)
" OEM Business Development 8 3 4 1 16
" Global Strategic Account, End User, 0 1 3 0 4
System Integrator & Industry Market
" Commercial Efficiency & Communication 1 2 1 1 5
" Customer Software & eBusiness 0 0 2 0 2
" Services 8 0 0 0 8
" Systems & Architectures 0 0 1 1 2
19 7 19 7 52
C&M/CE - Martin R. Dugage - 041005 - En 36Lessons Learned - Tough!
The culture of large industrial age organization
does not favor collaboration.
C&M/CE - Martin R. Dugage - 041005 - En 37Lessons Learned - How to succeed?
Business Business
Problem Process
Executive " Active Sponsoring
" Role playing
Program Manager " Specialist of Learning & Intelligence
" Collab. methods, techniques and tools
Participants " New form of Litteracy
" Use of modern communication technology
C&M/CE - Martin R. Dugage - 041005 - En 38Lessons Learned - How to succeed?
Deep Change => Patience + Determination + Humility
Not interested No Trial Not adopter
Acquire first Evaluate in Experience Evaluate
knowledge context in context experience
Test / trial
unaware aware interested Adoption
Appraisal
Source: Prof Anghern - Insead
C&M/CE - Martin R. Dugage - 041005 - En 39Summary...
I. Knowledge Challenges @ Schneider Electric
II. Communities of Practice
III. Introducing CoPs - Example
IV. A vision for the future
C&M/CE - Martin R. Dugage - 041005 - En 40What is going on? C&M/CE - Martin R. Dugage - 041005 - En 41
Personal Networking tools - Example: Ryze
Personal Page on Ryze.com
9 personnes from
Schneider Electric
registered
Hyperliens everywhere
16 personnes from SRI
International registered
Contact of X through
Y whom I know better
6 search engine experts
registered
Etc.
C&M/CE - Martin R. Dugage - 041005 - En 42Personal Publication - Blogs
links to
archives
permalink
link to RSS
feed
comments, links and keywords links to
for this post archives
post
search
C&M/CE - Martin R. Dugage - 041005 - En 43Subscribing to blog feeds (a.k.a e-mail) C&M/CE - Martin R. Dugage - 041005 - En 44
Blog-specific search tools
Lilia
Don
Who has linked to this blog?
What is this blog about
Jack
Judith
C&M/CE - Martin R. Dugage - 041005 - En 45Social Network Analysis
Blog street - Visualizing a blog
network
C&M/CE - Martin R. Dugage - 041005 - En 46Community sites
http://www.CoP-1.net (F)
C&M/CE - Martin R. Dugage - 041005 - En 47Communities linking together
CP Square (US) IAK-WiMiP (D)
Knowledge Board (EU)
KM Cluster (US)
CoP-1 (F) APQC (US)
Kin (UK) NSW Forum (AUS)
C&M/CE - Martin R. Dugage - 041005 - En 48"We should distrust any elaborately planned, centrally
deployed, and carefully developed business system
or process. Successful systems and processes will
be agile and dynamically adaptive; they'll grow and
evolve as needed over time. »
Ray Ozzie - CEO - Groove Networks
C&M/CE - Martin R. Dugage - 041005 - En 49Changing our view about Information Management
" « Intranet » 2005
1997
??
INFO
" Interoperability Protocols
" XML, RSS, XRI…
" Rules and Charters
" ID, authentification,
habilitation, access rights
" Personal KM tools
C&M/CE - Martin R. Dugage - 041005 - En 50Challenge Ahead > Developing Schneider Electric as a
tightly networked organization
ISSUES TO ADDRESS
GOAL Cultural " Information / knowledge sharing
" Lessons learned / Reuse of good practices
Competitiveness through
" Business Intelligence
fast learning " Benchmarking
" Real-time Learning...
Social " Community Leadership
" Collaboration methods / dynamics
" Management of community clusters
HOW " Network Programming
Fully Integrated Schneider Technology " Information Management Litteracy!!!
Learning System " Collaboration Tools
" Social Software (blogs, IM…)
" Search Technology
" Interoperability standards
C&M/CE - Martin R. Dugage - 041005 - En 51It ’s about building a Learning System!
Conventions/
Guest Speakers CoP
Action Experts
Learning
Advanced Practitioners Information/
Simulation/ Courseware/
Mentoring Programs/
e-learning content/
Practitioners Evangelizing
ADMISSION IN THE COMMUNITY
“Laypeople”
© eB@SE/knexsis
C&M/CE - Martin R. Dugage - 041005 - En 52KM Expertise is needed!
Initiatives
Disciplines
Methods
Technologies • Best Practices Transfer
• Business Intelligence • Expert location
• Open Space • Benchmarking • Decision Support
• CMS • Interviews • Document Management • Lessons Learned
• Search / clustering • Action learning • Collaboration / Process
• Portals • Peer assist Teamware • Corporate University
• Synchronous & Asynchronous • Problem Solving • Communities of • Standardization
Collaboration • Social Network Practice • Seminars and events
• Instant Messaging Analysis • Competency • Open Source Software
• Social Tools • Storytelling Development • ...
• Personal publication: weblogs, • Case studies • Management of
wikis • Document structure innovation
• Personal Information management • System thinking • ...
interfaces • Scenarios
• eLearning (*) • Knowledge
• Simulation, Augmented Reality Marketplace
• Newsfeeds • …
• Content aggregators
• RSS / RDF /XML / Atom
• Taxonomies/Ontologies
• Reputation builders
• Collaborative Filtering
• ...
C&M/CE - Martin R. Dugage - 041005 - En 53KM in the US Armed Forces
" Network Centric Warfare (how the military can create and leverage the
power of information) implies Self-Synchronization of forces, which is
only possible when there is:
1- « a clear and consistent understanding of command intent
2- High quality information and shared situation awareness
3- Competence at all levels of the force
4- Trust in the information, subordinates, superiors, peers and
equipement »
Source: « Power to the Edge » by David Alberts / Richard Hayes - CCRP
C&M/CE - Martin R. Dugage - 041005 - En 54Good to Great 2008
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