06Jun

Community of Practice within and across the communities: A Story of Collaboration Across Borders

June 6, 2025 K_0mp3T3nz 15

We are excited to share an important milestone in the life of a guidebook on Communities of Practice within and across organizations: the release of its Ukrainian edition.

A Story of Collaboration Across Borders (read more)

This edition is not just a translation — it’s the result of a self-organized, international collaboration. The idea started in 2023 when the first version of our guidebook was published. Longtime fellow Olga Vtorushina (Yadryhynskaya) connected with two independent consultants: Kristina Mirchuk (Spain) and Viktoriia Oleshko (Ukraine). Together, they built a social learning and translation team that soon included:

Oksana Oliynyk (Germany) – lead translator and experienced editor in communication and development.
Myroslava Kyrylchuk (Ukraine) – main language editor and published author.
Samira Tymchenko (France) – visual design, facilitator, trainer, and coach.

Additionally, terminology work was coordinated by Viktoriia Oleshko with KM, community, and research experts:

Nataliia Orlova
Khrystyna Yablonska
Myroslava Tkachuk
Alla Zhdan
Nataliia Galyas

A Living Learning Process

In April 2025, the team launched a Ukrainian reading circle inspired by Scandinavian “videnscirkler”. Around 20 participants from diverse fields meet biweekly to read and reflect on the Ukrainian edition. The reading circle has created powerful conversations about the role of communities of practice, both in Ukraine and internationally.

An Invitation to Celebrate Together

We invite you to join us for the official launch event:

🗓 June 13, 2025
🕛 12:00 – 14:00 (UTC+1)
📍 Online via Zoom: Join here
📺 or follow live on LinkedIn: Watch here

The event will feature:

Phil Reid (co-author of the guidebook)
Oksana Oliynyk (main translator)
Publishing team: Viktoriia Oleshko, Kristina Mirchuk, Nataliia Orlova, Khrystyna Yablonska
Olga Vtorushina, who coordinated the translation initiative

The conversation will be held in English, with simultaneous translation into Ukrainian.

A Community Effort — Even in Fundraising

This Ukrainian edition was made possible through fundraising efforts supported by personal volunteering, online webinars, and generous partners in Denmark including SimCorp and Bevar Ukraine.

Join the Journey

You can follow and connect with the translation team via the oficial website or LinkedIn page.

We look forward to celebrating this moment with you — and continuing to learn together, across languages and communities.

06Jun

Building Thriving Communities of Practice: A Maturity-Based Approach

June 6, 2025 K_0mp3T3nz 5

In today’s knowledge-driven world, Communities of Practice (CoPs) have become essential for fostering collaboration, innovation, and continuous learning across various sectors. However, establishing and nurturing a successful CoP requires more than just bringing people together—it demands a strategic approach to development and growth.

Understanding CoP Maturity

The Working KnowledgeCSP CoP Maturity Model provides a structured framework to assess and guide the evolution of a CoP through five distinct stages:

Founding: Initiation of the community with a clear purpose and objectives.
Developing: Establishment of roles, norms, and basic processes.
Maturing: Enhancement of collaboration, knowledge sharing, and value creation.
Sustaining: Integration into the organization’s fabric with recognized impact.
Transforming: Adaptation and innovation to meet evolving needs and contexts.

This model enables organizations to identify their current stage and implement targeted strategies to advance their CoP’s maturity.
(Source: Working KnowledgeCSP)

Assessing Community Performance

To complement the maturity model, The Community Roundtable offers the Community Score assessment — a diagnostic tool evaluating a community’s effectiveness across eight competencies, including strategy, leadership, culture, and metrics. This assessment provides actionable insights to prioritize initiatives, allocate resources efficiently, and enhance overall community performance.
(Source: The Community Roundtable)

Implementing a Maturity-Based Strategy

By integrating the CoP Maturity Model and the Community Score assessment, organizations can:

Benchmark Progress: Understand current capabilities and identify areas for improvement.
Strategize Development: Align community initiatives with organizational goals and member needs.
Foster Engagement: Cultivate a culture of trust, collaboration, and shared learning.
Measure Impact: Track progress through defined metrics and adapt strategies accordingly.

Conclusion

Building and sustaining a high-performing Community of Practice is a dynamic journey. By adopting a maturity-based approach, organizations can systematically develop their communities, drive innovation, and achieve lasting impact across sectors.

References & Resources

Etienne Wenger, Jean Lave (1991) — Situated Learning: Legitimate Peripheral Participation — Foundational work introducing the concept of Communities of Practice.
Etienne Wenger, Richard McDermott, William Snyder (2002) — Cultivating Communities of Practice: A Guide to Managing Knowledge — Key guide for building and managing CoPs.
Bill Kaplan, Working KnowledgeCSP — Community of Practice Maturity Model — https://workingknowledge-csp.com/working-knowledgecsp-community-of-practice-cop-maturity-model/
The Community Roundtable — The Community Score Assessment — https://communityroundtable.com/what-we-do/research/the-community-score-2/the-community-score/
Harvard Business Review (2000) — Communities of Practice: The Organizational Frontier (Wenger, McDermott, Snyder) — Early business-oriented perspective on CoPs.

16May

Communities of Practice: Why They Matter More Than Ever

May 16, 2025 K_0mp3T3nz 82

In today’s rapidly changing world, knowledge is no longer static. It evolves constantly, shaped by new technologies, global challenges, and diverse human experiences. For businesses and research organizations alike, staying ahead means not only managing knowledge but creating environments where people can share, grow, and co-create it. This is where Communities of Practice (CoPs) come into play.

What is a Community of Practice?

A Community of Practice is a group of people who share a common interest, profession, or area of expertise and come together to exchange knowledge, solve problems, and innovate. Unlike formal structures, CoPs are dynamic, self-organizing, and deeply human-centered. They foster trust, open dialogue, and continuous learning.

In simple terms:

A CoP is where people connect to learn, share, and grow together.

Why are Communities of Practice so Relevant Today?

1. Knowledge Management in Action

Traditional knowledge management often focuses on storing information. But real knowledge lives in people. CoPs bring this human knowledge to life, allowing tacit knowledge — experience, intuition, insights — to be shared and transformed into collective wisdom.

2. Breaking Silos

In organizations, knowledge often gets trapped within departments or teams. CoPs cut across organizational boundaries, connecting people from different disciplines, locations, and backgrounds. This cross-pollination fuels creativity and innovation.

3. Supporting Continuous Learning

The pace of change demands lifelong learning. CoPs provide a safe space for members to learn informally, discuss challenges, and stay up-to-date with the latest developments in their field.

4. Enhancing Collaboration and Engagement

CoPs create a sense of belonging and shared purpose. When people feel connected, they are more motivated, engaged, and committed to organizational goals.

5. Driving Innovation

By bringing together diverse perspectives, CoPs become incubators for new ideas and solutions — critical for both business competitiveness and scientific advancement.

Applicable Across Sectors

Whether in the private sector, public institutions, or research environments, CoPs offer a powerful model for navigating complexity, retaining knowledge, and fostering human connection. For companies, they can improve processes, products, and services. For researchers, they can accelerate discovery and collaboration.

People First

At the heart of every Community of Practice are the people. Their curiosity, experience, and willingness to share make CoPs thrive. In a world where information is abundant but wisdom is scarce, creating spaces where people learn together is not just valuable — it’s essential.

20Jun

Why Geist Consultancy Bears its Unique Name

June 20, 2023 K_0mp3T3nz 87

Introduction:
In the realm of consultancy, the name Geist Consultancy stands out among its peers, evoking curiosity and intrigue. Geist, a German word meaning “spirit” or “essence,” embodies the very foundation upon which this consultancy firm operates. This article explores the origins and significance of the name Geist, shedding light on the philosophy and values that underpin Geist Consultancy’s exceptional reputation.

A Name Rooted in Philosophy:
Geist Consultancy’s name draws inspiration from the profound philosophical concept of “geist.” In German idealism, “geist” represents the higher or universal spirit that encompasses the collective consciousness, ideals, and values of a society or culture. It embodies the deeper understanding of humanity’s intellectual and moral nature, emphasizing the importance of introspection, wisdom, and insight.

Reflecting Core Values:
Geist Consultancy deliberately selected its name to encapsulate its core values and mission. By embracing the essence of the word “geist,” the company strives to deliver profound insights and solutions to its clients, focusing not only on immediate challenges but also on the deeper underlying factors that drive organizational success.

Unleashing the Potential:
Geist Consultancy believes that unlocking an organization’s true potential requires more than surface-level analysis. Just as “geist” encompasses the essence of an individual or community, Geist Consultancy delves into the core of businesses, seeking to understand their unique spirit and identity. By recognizing and aligning with this essential nature, the consultancy aims to guide organizations towards transformative growth and sustainable success.

Holistic Approach:
Geist Consultancy’s commitment to a holistic approach is intricately woven into its name. Rather than viewing a business as a collection of separate components, the firm recognizes the interconnectedness of various elements within an organization. By considering the broader context and understanding the interplay between strategy, culture, operations, and people, Geist Consultancy endeavors to provide comprehensive solutions that drive lasting positive change.

Capturing the Zeitgeist:
The name Geist also captures the firm’s aspiration to stay in tune with the spirit of the times, embracing innovation, and adapting to evolving business landscapes. Geist Consultancy aims to be at the forefront of emerging trends, leveraging its expertise to help clients navigate complex challenges and capitalize on new opportunities. By embodying the zeitgeist, the consultancy remains agile and responsive, enabling clients to thrive in an ever-changing world.

Conclusion:
Geist Consultancy’s choice of name is far from arbitrary; it serves as a symbolic representation of the firm’s philosophy, values, and approach to consultancy. Rooted in the concept of “geist,” the name reflects the company’s commitment to unlocking the essence of organizations, delivering holistic solutions, and capturing the spirit of the times.

16Jun

How to Implement a Competence Framework for Growth and Competitiveness

June 16, 2023 K_0mp3T3nz 78

As Geist Consultancy, we offer a structured and practical approach to developing a competency framework for SMEs, and we would like to share how we will do it and why it is important and beneficial for these companies.

Firstly, our approach consists of the following steps:

Defining the scope of the competency framework: We will work closely with SME managers and human resources professionals to determine the purpose and scope of the competency framework. This will allow us to understand the specific needs of the company and establish clear objectives.
Identifying the necessary capabilities: We will conduct a comprehensive analysis of key processes within the SME to identify the required capabilities. This will include identifying the skills and knowledge necessary to effectively carry out these processes.
Developing a competency taxonomy: We will create a competency taxonomy that serves as a structure for classifying and organizing the different required competencies. This taxonomy will provide a common language and a clear view of the skills required within the SME.
Defining the competencies: We will work closely with managers and human resources professionals to define the competencies needed for each identified capability. This will include describing the skills, knowledge, and behaviors necessary to perform each competency effectively.
Creating an architecture description: We will utilize visual representation methods, such as block diagrams or composite structure diagrams, to create a clear and understandable description of the SME’s competency framework. This will enable better communication and understanding of the required competencies.
Establishing a governance system: We will assist in establishing policies and procedures to ensure that the competency framework aligns with the SME’s strategic objectives. We will also establish key performance indicators and maturity models to continuously assess and improve competency development.

Now, let’s discuss why implementing a competency framework is important and beneficial for SMEs:

Strategic alignment: The competency framework will ensure that employees’ skills and knowledge are aligned with the SME’s strategic objectives. This will enable a coherent and targeted approach towards business success.
Talent development: The competency framework will facilitate the identification and development of talent within the SME. By clearly defining the required competencies, training and development programs can be established to enhance employees’ skills.
Operational efficiency: With a well-defined competency framework, the SME can optimize its processes and improve operational efficiency. Employees will possess the necessary skills to perform their roles effectively, leading to increased productivity and quality of work.
Talent retention: By investing in competency development, the SME can retain its key talent. Employees value growth and professional development opportunities, and a robust competency framework provides a clear path for their progression within the company.
Adaptability and competitiveness: In an ever-changing business environment, SMEs need to be agile and adaptable. A competency framework will enable them to quickly identify skill gaps and respond to new market demands, maintaining competitiveness within their industry.

In summary, implementing a competency framework in an SME brings a range of benefits, including strategic alignment, talent development, operational efficiency, talent retention, and adaptability and competitiveness. As Geist Consultancy, we are committed to helping SMEs achieve these benefits and drive their growth and business success.

11May

Kaizen!: 𝗮𝘀 𝗮 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗮𝗻𝗱 𝗮𝘀 𝗮𝗻 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗜𝗻𝘀𝘁𝗿𝘂𝗺𝗲𝗻𝘁

May 11, 2023 Cioka 55

Hoy en día escuchamos a menudo, que somos capaces de hacer más de lo que creemos.

19Mar

Definition of Knowledge Management and its Components

March 19, 2023 Cioka 74

What is knowledge? And how would you explain it in the simplest possible way?

Here, using the example of a cook and his activities in the kitchen, the concept of the knowledge scale according to Klaus North is presented.

Definition of Knowledge and its components (Klaus North)

What does the term knowledge contain and what components does it consist of? Implicit and explicit knowledge, competence, capability, information and, finally, the concept of knowledge management and its possible practical application are presented in a familiar context.

🔦 Imagine a chef working in a restaurant who wants to offer a new section of vegetarian dishes on the menu.

The chef knows how to cook vegetables, but does not have much #knowledge on how to create tasty and well-balanced vegetarian dishes that appeal to diners.

To address this situation, the chef can apply knowledge management to gain the knowledge needed to create these dishes.

First, the chef can start by gathering #information on available plant-based ingredients and their nutritional properties.

Then, he/she can look for #data on diners’ preferences for vegetarian dishes and market demand in general.

Through this collection of information and data, the chef can acquire explicit #knowledge and better understand the context in which he/she is working.

After acquiring this knowledge, the chef can apply his #culinary skills and start experimenting with different ingredients and techniques to create tasty and well-balanced vegetarian dishes.

Eventually, he/she can share his/her knowledge with other chefs and staff members in the restaurant, which fosters collective knowledge management in the organisation.

Finally, by actively, consciously and systematically using the acquired knowledge, the chef can create successful vegetarian dishes and thus develop #competence on vegetarian cuisine, stand out with his dishes from the rest of the surrounding restaurants and gain over time a #competitive advantage for the restaurant.

Through operational and strategic knowledge management, the chef has acquired the necessary knowledge to create new dishes and improve the quality of the overall menu, which has led to the success of the business.

13Mar

Competencias organizativas para la resiliencia organizativa sostenible

March 13, 2023 Cioka 79

Estamos muy emocionados de que nuestro abstracto sobre el tema “Competencias organizativas: la esencia de la resiliencia emergente” haya sido aceptado para la participación en IFKAD 2023 “Managing knowledge for sustainaibility”.

El tema elaboramos en colaboración con Katrin Singer-Coudoux de Fraunhofer Institute for Production Systems and Design Technology IPK, Kristina Mirchuk y Oroitz Elgezabal de Geist Consultancy.

Según la teoría de la visión basada en los recursos (ressource based view – RBV), una organización puede considerarse como un conjunto de recursos físicos, recursos humanos y recursos organizativos (Barney, 1991; Amit y Shoemaker, 1993).

La teoría RBV sugiere que las diferencias en los recursos de la organización (tangibles o intangibles) se acumulan y aprenden a lo largo del tiempo, y la heterogeneidad de los recursos de la organización puede considerarse un conjunto de recursos físicos, humanos y organizativos. La heterogeneidad de esos recursos es la fuente de la ventaja competitiva (Srivastava, 2005).

Los recursos organizativos incluyen todos los activos, capacidades procesos organizativos, atributos de la empresa, información, conocimientos, etc., que posee una organización (Barney, 1991).

Estos pueden dividirse en activos (recursos de tener) y competencias (recursos de hacer) (Hall, 1991).

El objetivo de este trabajo es apoyar a las pequeñas y medianas empresas (PYME) mediante considerando el concepto de resiliencia organizativa como una propiedad asociada a las organizaciones, que surge de la interacción de determinadas competencias organizativas; identificando estas competencias y, definiendo la forma en que estas competencias deben interactuar, para que la organización sea considerada resiliente, según el marco definido por las normas ISO 22316 y BS 65000.

Este trabajo se inició en el marco del grupo de trabajo de la Sociedad para la Gestión del Conocimiento (Gesellschaft für Wissensmanagement e.V.) para apoyar la resiliencia de las PYMEs.

En 2022, en colaboración con Manfred Bornemann, pusimos el primer hito con la “Knowledge management as a booster for SME resilience in highly dynamic and disruptive operational contexts”.

Aquí puede encontrar un breve resumen de los resultados:

Operaciones empresariales en contextos turbulentos; KMGN Newsletter 2022.