More than ever before, much of our professional success depends on our working together in virtual global teams (read Trust: The Cornerstone of (Dis)Assembling Virtual Global Project Teams and Virtual Teams at Dell Inc.: Formation, Flexibility and Foresight in the Global Realm). According to Eden, Online Professional Communities at Oracle continue to be a consistent place to learn and collaborate during times of extensive organizational change brought on by the constant flow of corporate acquisitions. These communities now form a fundamental backbone for integrating newly acquired companies and for further developing competency and know-how to accelerate collaborative learning and the sharing of best practice. They provide a self-governed, non-hierarchical virtual ‘home base’ where a 'common language' and a 'common method' transcend other dynamics and complexities to enable people to develop and learn. Bringing together people, knowledge and know-how, they provide a fast track to solve problems and to drive sales.

In this mini-interview, Eden provides some insights into her new program and its impact on such recent Oracle events as the Siebel acquisition.

INSIDER: You are responsible for 35 professional communities across Oracle EMEA. Which ones are the top three in terms of their participation in your program?

Communities exist to bridge the gap in a company that operates very much on an influence, rather than a hierarchical, model. They are a good place to influence and to cross the bridge between organizational strategy and the day-to-day execution required to deliver on the business goals. I hate to grade the top 3 because each community provides a different value and return on investment – it’s not possible to apply the same measuring stick to all. My preference is to highlight three areas that have proven successful in three separate communities.

• After the acquisition of Siebel last year, we relaunched a product community with members from both Oracle and Siebel. The communications approach adopted by this community was very relaxed and conducted as a radio show. The DJ interviewed guests on the show, using a Q&A format to distill sound bites of information to the community. It was enough to engage people by gently inviting them “in” to encourage collaboration, without overwhelming them.
• Another community used a “wins collection” process as a way of giving visibility to active and loyal members on a monthly basis. It provided the community with valuable knowledge assets, as well as a springboard for active contributors to more quickly develop their credibility and influence.
• One large community with a highly influential leader developed its member population by engaging directly with senior management and pinpointing key people to recruit for the community. Again, this developed the credibility of the individual vis-à-vis management, while at the same time growing an "expert" member base and gaining sponsorship for participation at key community events.

INSIDER: Which countries are currently the most active in the program?

That’s a hard one. If you measure only in terms of the number of members, it is the larger countries, of course (France, Germany and the U.K.). However, we consistently see that the smaller countries are well-supported by the expertise and knowledge that exists within communities, so their members are often very active with a lot to gain as well as share. There are huge differences in collaborative effort and the approaches adopted in the program around the globe. I will share more of these experiences during my presentation in Warsaw.

INSIDER: What are the top three benefits to participants in these communities?

There are many benefits, but these are the ones that I would highlight as the most beneficial currently:

• Communities provide a comfortable place during times of extensive organizational change, and they are essential during times of acquisition. Oracle has made 18 acquisitions in the last year alone! Yet, the communities continue to “be there” to support the business execution on a daily basis and to allow people to meet with their peers, albeit virtually.
• Communities are a key catalyst for developing competency for the delivery of “knowledge” and “know-how” enterprise-wide.
• Communities provide a collaborative learning environment that goes beyond informal networks. At Oracle, we have a structured approach to Professional Communities that provides an integrated framework for member management, collaboration, knowledge publishing and distribution. We practice what we preach and operate a true self-service approach to working and career development. Administrative resources are scarce, so you can do almost anything to help yourself develop online. We have witnessed an important cultural change vis-à-vis accountability in EMEA through the Professional Communities Program. It’s good to be in charge of your own destiny!

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Karen Eden was recently appointed Knowledge Development Director for Oracle’s Global Industries Business Unit, which is preparing to roll out a Global Industry Professional Communities, Portals and Communications Program. Prior to this, Eden mobilized and led a virtual team of 35+ professional communities across Oracle EMEA. Eden is very active in the NGO sector as Oracle’s liaison to the World Business Council for Sustainable Development (WBCSD) and as a fellow of Lead International, assisting them with the Bali Darwin Initiative. Eden can be reached at karen.eden@oracle.com.