Bertrand Duperrin's Library tagged communties → View Popular, Search in Google

Feb

2012

Don’t Ask Community Managers To Be Strategists | Business 2 Community

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Over the past few weeks I have participated in a suite of webinars and talks about online communities and their growing role in functional areas such as customer care. I have listened to, and debated with, countless community management specialists about community management best practices. I’ve heard a lot about keeping business strategy and community management aligned. There’s no question this is a critical success factor for social business — but the issue is whether or not this responsibility is part of the charter for the online community manager role."

www.business2community.com/...gers-to-be-strategists-0132543

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communitymanager communitymanagement communties strategy communitystrategist alignment ROI

Placing responsibility for business strategy on the community manager will ruin many a promising online community, with lasting negative consequences for the business, the brand and, most of all, community members and customers
Let’s look at the role of online community strategy. It starts at the highest level, based on the organization’s mission and vision, and then proceeds to the business goals and business processes for the community itself. It is a line-of-business function led by an executive stakeholder responsible for strategic alignment based on the goals, metrics, measures and ROI.
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- The second role is that of online community management. The crucial task for this role is delivering value to the community participants – the members. Full stop. If the community serves member needs and builds high-value customer/supplier/prospect relationships, it can achieve the strategic goals established by the business organization.
- Adding business strategy leadership to the community manager’s role renders them ineffective, unable to succeed at either task. Keep in mind the community manager is the voice of the members back into the organization, and is charged with serving member needs. Asking the community manager to view her community through the lenses of both the business and the members is a prescription for blurred insights, mixed messages and reduced trust on both sides.
- The reasons for this separation of roles is primarily around skill sets.

Jun

2010

Enterprise 2.0 conference continuing to evolve

E2.0 seems to be entrenched in the domain of the CIO and IT organizations. That’s a shame because it really does spread across many domains. Gautam Ghosh lamented the lack of attendees or speakers from the HR realm in a few tweets during the event. Yet many of the talks were certainly around employee behavior and engagement.

I have to be honest. There are many things that are still left unanswered this year. I didn’t expect solutions but I was looking for more thought on the following ideas:

www.ibm.com/...nference_continuing_to_evolve1

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enterprise2.0 ROI privacy adoption communties maturity

ROI - Surprisingly, I agree with Dennis Howlett. I don’t think people should be looking for a single answer or approach to figuring this out. What was being affirmed is that are some cases of ROI particularly in the external or public-facing environments, but very rare for internal enterprise 2.0 environments
Adoption is about transforming human behaviors at work
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- E2.0 transformation teams even in large companies are small and understaffed

Nov

2009

Managing Employee Innovation Communities

"Tapping a diversity of perspectives has been empirically proven to increase the quality of ideas. Indeed, this is one of the benefits of setting innovation communities. By investing some time in establishing a community management plan, organizations will see a nice return on their innovation efforts.\n\nThere are three distinct phases to innovation community management:\n\n 1. Pre-Launch\n 2. Early Community\n 3. Mature Community"

blog.spigit.com/...anaging_innovation_communities

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communties innovation maturity framework campaigns goals measurement metrics distributedinnovation

Providing direction is a key component of surfacing ideas that will make a difference. The focus areas can start out limited to a set of key opportunities and issues that need addressing. Organizations can also use their top strategic initiatives as their innovation target areas.
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- In the initial days and weeks after launch, there should be a program to engage employees on their contributions. This includes commenting and rating the contributions of employees. Comments can discuss the specifics of an idea, or be more general (e.g. "Thanks for sharing"). Feedback on contributions - ideas, comments, blog posts - are also important for establishing an employee's online reputation
- A best practice seen with some of Spigit's clients is to establish recurring ideation events after the initial launch. These events can really be characterized as campaigns. They refresh employees' innovative juices by focusing on issues that workers are experiencing today.
- Set goals for ideas generated, conversations held, and ideas that turn into new projects