5/20/2005

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Program Approach to an i-community

HP’s i-community program is built around the needs of emerging markets. The overarching goal of the program was to enable the community and its various stakeholders assume leadership and capacity to lead the initiative independently. This made it imperative for the program to address the needs of the community at multiple levels. HP encouraged broad community participation inclusive of all shareholders to identify key areas and issues that needed to be addressed. These key goals were translated to prototypes for all priority areas. A relevant communication infrastructure was deployed and training of the community to understand, use and manage the facility encouraged.

The First Phase – Quick Start

HP team began by conducting an active immersion exercise with members staying with the residents of the community. This enabled the team to gather a first-hand account of the needs of the community and at the same time understand their cultural disposition - a crucial factor to evolving solutions relevant to the community. Many focus groups and one-to-one meetings were also conducted. Leading research organizations were commissioned to conduct independent studies and surveys to identify the needs of the community.

The Graphical Visioning Exercise

The literacy levels at Kuppam stand at 61%. This meant that a new method to facilitate interaction and discussion among the community was needed. This led to the designing and formulating of a Graphical Visioning exercise, using visuals/ drawings to ensure broad participation from neo/ semi-literate sections of the community. Post the Graphical Visioning exercise an agreement on areas that need to be served were discussed and the communication infrastructure designed and deployed. An outline of projects to prototypes of the various solutions was then charted. Experts and NGOs with domain knowledge were then included and a partnership eco-system evolved.

Solution Ramp Up

In the second phase of Ramp Up, prototypes of webbased services and solutions in areas such as education, health and agriculture were created. Partners and community members were involved to test the validity of each approach. These solutions were evaluated on their usefulness to the community and their potential for success in other developing markets. Stakeholders were then trained to begin to
own the initiatives and assume leadership.

Consolidation

This was followed by consolidation of the entire project with help from local partners to take the best ideas developed to scale. The intellectual property developed, its relationship and practices, were evaluated.

Transition

Leaders from the community were identified and power, know-how and process skills transferred to local participants. The final outcome is
a community that can manage the initiative independently.