Companies have their own strategies, priorities, tools, and ways of working.
Your group needs to both fit within the existing work context, and help create change that can lead to a compelling future-state that others can buy into.
"I would like to share a secret with you; I don't know Dynamo well enough to teach a class. When has that stopped me? Here's the thing: your co-workers don't know it either, they just need a leader."
"Don't worry about becoming the guru right off the bat, being one step ahead is ok."
Work to engage multiple groups...
Project managers: How can you help with training and connections that lead to project success?
Practice managers/ technology managers: How can you help with the company’s standards, methods, and procedures? How can your group help the company innovate and adopt better ways of working?
HR/ people managers: How can the group help with training, mentorship, and career paths.
All: How can it improve staff engagement and career fulfillment?
You get mandate and funding from executives.You'll need to show strategic alignment, and a 'business case' for the group.
Present the business case using the considerations above
Create an operational plan (e.g. create a steering committee, ask for any budget, space, or time you need)
When and how will the group address specific training needs or contribute to other initiatives.
Seek feedback, approval to proceed, and concrete agreements
Recommended timing to engage
It depends on your company culture and whether or not you're asking something specific from them like funding.
Get alignment with other stakeholders before initial conversations with many executives, so you already have a movement growing.
Perhaps get the support and advice from one executive early-on in the process. Sometimes initial mandate and interest can create the seed to enroll others.
Seek to formalize sponsorship/ relationships over time. Perhaps as part of your group's board or leadership structure.
Can your group be a force for healthy change in the company through how you operate?
Hope, innovation, possibility
Choose communication tools that are well adopted and liked within the company.
Don't use corporate tools that people don't like or aren't embraced.
Develop a cadence of communication
Develop a calendar of topics
Develop a group identity and subculture over time
Make time to connect personally.
Having fun and celebrating each other keeps engagement, fulfillment, and motivation high. It can be a good counter-point to, and change agent within, 'business-as-usual.'
Take time to celebrate as you accomplish things individually and collectively.
Create space to explicitly voice appreciation for each other. This might be through...
This could be sparked when...
People move into new roles
When projects start or end
When someone takes time to help others learn and succeed
Or just at a dedicated time for fun or appreciation. Can your group help spark motivation and fulfillment in your workplace?
Company practice groups are unique in that you’re bound together more deeply, over time, in the context of the company and its projects. This is fertile ground for meaningful projects and real innovation.
Can the group accomplish project or knowledge work to help individuals, the company, and the industry advance?
What are group members intrinsically interested in?
What can you do to help the company?
Can you run a pilot project to advance your technology strategy or innovation agenda?
Should you build a knowledge base, mentorship/ apprenticeship structure, or training program?
Can you deliberately surface and connect expertise within the company?
Can you also be in dialogue with the industry as you develop best practices in your company?
What can you learn from outside? What can you share?
This is where your members’ involvement in public, local, or specialized communities of practice might come into play.
Can your company practice group partner with a local user group or other organization?
Attend and present at conferences relevant to your industry/ practice, like Autodesk University.
This might even take the form of providing a louder voice of feedback to toolmakers like Autodesk, perhaps through an account representative, product manager, or channel partner.
Can you tie your Company Practice Group to other knowledge management program elements within your firm?
The periodic table below is from Christopher Parsons at Knowledge Architecture (KA Connect 2016).
(Blog) Creating a Dynamo Office Users Group (by Bill Debevc on LinkedIn)
(AU Class) Your Easy Win for Staff Development = Communities of Practice (from Rebecca Arsham & Frank Ryan at AU 2013) - The handout of this class is very useful.
(Blog Post + Video) Smarter by Design: A Knowledge Management Manifesto for the AEC Industry by Christopher Parsons from Knowledge Architecture. (Includes the periodic table shown above)
(AU Class) The Power of Communities of Practice: An Inside Look at How Knowledge Sharing Happens (from Rebecca Arsham & Doug Look at AU 2016)
(AU Class) So You Want to Start a Community of Practice - Let's Discuss How! (from Rebecca Arsham & Ray Eisenberg at AU 2014)
(AU Class) CAD Geeks Inside: Starting, Maintaining and Enabling a Company User Group (from Kevin Robinson)
(Book) The Social Life of Information - by John Seely Brown & Paul Duguid
(Video) Improve Adoption and Productivity with User Groups (by Kevin Robinson, at Ketiv Autodesk Virtual Academy 2018)