Leveraging Communities of Practice for Strategic Advantage

Rating:
Summary: The Future is Here!
Review: Hubert and Debra, thanks, you two have written a monumental work, but in such a humble and mater-of-fact manner. The more I read, the more I became frustrated with the title, because although the book is about the strategic nature of "Communities of Practice," it offers so much more. For the last thirty years, people have been trumpeting the 'end of the hierarchy,' but without anything to put in its place. Know we know the future, and it is here!

In Nonaka and Takeuchi's "The Knowledge Creating Company," there was the suggestive diagram of the "hypertext organization." It showed three layers, the hierarchy, the project team community and a third space, the knowledge community. A few years later Nonaka understood that this third space was what the Japanese call "Ba," a shared mental space. Is this not what you two are talking about in your "Reflective and Strategic - Communities of Practice?"

Please write your next book as quickly as possible and reveal the key to the "culture of leadership," a phrase that got short-shrift. Revisit the earlier work you did at The Mutual Group around "values." I am convinced this, more than any number of memos, meetings and check lists, was what made it possible to accomplish what you did at Clarica.

Rating:
Summary: A useful practical model
Review: The book describes the introduction of a virtual community of practice, the Agents Network, at Clarica Life Insurance, Canada's first and oldest mutual insurance company. The book offers a practical and detailed example of the establishment, implementation and evaluation of the virtual community, with examples of the tools used by the project team at Clarica.

The authors introduce the notion of communities of practice as a new strategy to leverage knowledge capital to create sustainable competitive advantage. By valuing communities of practice, by recognising the contribution of community members, and giving support for time and commitment) and providing an infrastructure (e.g. giving them a communication platform, active facilitation and information resources), the authors suggest that organizations can increase the speed of innovation and knowledge sharing.

The Community Development Process Model (p.137) provides an excellent 'roadmap' to the approach they undertook that is readily understood. Practical suggestions and tools about evaluating the value of the community are also provided. There is a good combination of theory and practice and, therefore, something for anyone interested in this topic. It has a balance between high-level strategic models, and detailed and practical examples.

The approach taken at Clarica was systematic and project-managed, with the organization playing a very active role in facilitating the conceptualisation, establishment, growth and expansion of the community. The organization obviously provided significant resources to undertake the project. Virtual communities of practice, like the one described in the book, clearly require strong organisational support and resources due to the technological infrastructure they require to be effective.

The authors do not purport to provide a recipe - rather, they tell a story about the introduction of a virtual community of practice in one organization - as such, the book offers an in-depth view of the process. The questions asked at the end of each chapter are intended to challenge readers to assess whether the approach described would work in their own organization.

Practitioners may be tempted to read more widely to find alternative approaches to developing communities of practice, and to select 'the best of the best'. The Clarica approach is only one way, but it does provide sound conceptual models that set the strategic context, as well as diving directly into the detail. There is a useful associated website.

Rating:
Summary: Very practical indeed
Review: This book has proved very practical indeed with the developing of CoPs in our environment.