Key En­ablers

Insurance - - FEATURE -

Key en­ablers of COPs de­pend upon the three el­e­ments of COPs: do­main, com­mu­nity and ac­tiv­i­ties. For in­stance, if one of the key ac­tiv­i­ties is to share suc­cess/fail­ure real ex­pe­ri­ence among engi­neers across var­i­ous SMEs, prob­a­bly pas­sion­ate ste­wards and phys­i­cal space for gath­er­ing to­gether be­come very im­por­tant. If you want to share daily ac­tiv­i­ties among sales man­agers in dif­fer­ent branches, you may need col­lab­o­ra­tive vir­tual workspaces. The fol­low­ing are dis­tinc­tive en­ablers for COPs: • Ste­wards: Key peo­ple — who have pas­sion for the area and are will­ing to take care of the COP — are the most im­por­tant com­po­nent of any COPs. • In­cen­tives: In gen­eral, you do not need ar­ti­fi­cial in­cen­tive, such as money or pro­mo­tion. In­stead, spon­ta­neous mo­ti­va­tion for con­tin­u­ous par­tic­i­pa­tion is essen­tially needed to sus­tain ac­tive COPs. An­swers to prob­lems that par­tic­i­pants face, growth op­por­tu­ni­ties or just in­tel­lec­tual fun would be im­por­tant. • Phys­i­cal/vir­tual spa­ces: Since COPs are so­cial, they need spa­ces where mem­bers can in­ter­act. It does not nec­es­sar­ily mean that COPs re­quire ex­clu­sive rooms. It could be even vir­tual space if it can meet par­tic­i­pants’ needs. The im­por­tant as­pect is that the cen­tre of COPs is hu­man re­la­tion­ship built upon trust, and COPs re­quire spa­ces where they can nur­ture such a re­la­tion­ship. • In­for­ma­tion Tech­nol­ogy: Some COPs do not re­quire any IT, whereas IT is a key plat­form to share knowl­edge and do key ac­tiv­i­ties for other COPs. Again, it de­pends on the three el­e­ments of COPs (do­main, com­mu­nity and ac­tiv­i­ties). • Man­age­ment’s sup­port: If a COP has strong strate­gic pur­poses for an or­gan­i­sa­tion, man­age­ment’s sup­port is an im­por­tant en­abler. The sup­port not only al­lows par­tic­i­pants to un­der­stand the im­por­tance of COP ac­tiv­i­ties but also gives suf­fi­cient re­sources. If a COP has more spon­ta­neous na­ture, too strong man­age­ment sup­port some­times even harms mo­ti­va­tion of mem­bers as they might think it is too con­trolled. In this case, the best sup­port from man­age­ment would be “hid­den spon­sor­ship” that ac­cepts ac­tiv­i­ties of COPs.

You can even form COPs to share com­mon skills and knowl­edge across your com­pany: among work­ers at var­i­ous SMEs to cre­ate a knowl­edge clus­ter.

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