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Community 2.0
Challenges in building virtual communities
In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:
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First Challenge – Language.
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Second challenge – Integrating diverse skill sets
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The Fallacy of Financial Metrics
In both entrepreneurial and larger companies, we too often spend time focusing on the desired financial performance target, rather than the inputs that drive those numbers. Because boards, investors and management demand an objective way to measure performance, we often go right to the result without focusing on what caused those results.
You Can’t Build a Business Case for Social Software
Now you can build metrics around social activity (registered participants, visits per month, posts per month, average time between visits, pages viewed, etc.) which is important and can be indicative of a thriving community. However, the activity may or may not be delivering business value. Business value is measured separately from activity.
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
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Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
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the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
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Metrics Innovation
As the late mathematician Richard Hamming tartly observed, “The purpose of computing is insight, not numbers.” That’s also the goal of innovative metrics. The measure of the success of innovative metrics is how clearly they convey the value - and risks - of the innovation. Watt’s steam engines, P&G’s soap, and Intel’s microprocessors might well have dominated their markets without novel metrics. But for these businesses and many others, innovative metrics made selling their products to a large number of customers a much less difficult prospect. Indeed, as many innovators are learning, oftentimes the best way to take the measure of a new market is to create a new measure for the market.
Veni Vidi Luxi » Beyond Enterprise 2.0 ROI, evaluation and management of knowledge in the workplace
Excellent, but that is only one part of the job. Now, the prestige we are seeking manifests itself in measurement. Too often social software enthusiasts and evangelists overlook this fundamental aspect (knowingly or otherwise). Where the mindset is fixated on measurement = financial, responsibility will commonly be considered to fall at the feet of management accountants. This is exacerbated because (well before it got momentum behind the firewall) there was a perception that social software is a web thing developed by web people, which puts it outside the remit of ‘accountants’.
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Measurement is the translation of an operational function into an economic reality that facilitates monitoring of activities and benchmarking of performance between organisations (and their offerings). That enables businesses to attract and/or inform shareholders who ultimately capitalise the visions and goals outlined in a strategic plan.
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Some people may be reluctant to that as they consider reporting a ’sacred cow’. In fact, the measurement of activity divides into contractual and non-contractual measures. Contractual elements are compulsory and objectives as defined a priori, negotiated and accepted: they are normed. This type of measures is used for both internal and external purposes. Non-contractual elements are desirable and subjective (as consensus is specific to the organisation). This type of measure is used for internal purpose, principally for driving the activity.
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Gartner Asks - Are You Generation X, Y or V?
There are four levels of engagement in this new Generation V. Each level is related to the extent to which a customer engages with other customers and the level of engagement a business must have to enable them:
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* Creators: Up to 3% o
New work, new attitude
As we moved from morality to responsibility one hundred years ago, are we now shifting from responsibility to creativity? If we do, then most of our organisational tools and measurements about productivity may have to get thrown out.
Do Enterprises Have the Patience to Develop Communities?
There are certainly ways to encourage faster community maturity. Creating aggressive content strategies and adoption campaigns certainly helps. Having a constituency that is already familiar with social media tools is also helpful. Regardless of adoption and tool use robust communities require community leaders (not just sponsors), rich interactions between members, and a collective sense of the community as a whole. Those subtle characteristics cannot be manufactured in any other way but to have the community develop those traits organically over time.
Communities are one of the hardest types of organizations to launch, develop, and sustain. Two years is a reasonable ramp period and growth comes in fits and starts – metrics have to change over time too. I suggest the following:
How to make Enterprise 2.0 concrete and to define result expectations, to justify the necessary investments? « Ha’s Blog
Time for proof - how concrete are the results of Componence?
So what are the concrete results then of Componence? Can I quantify them into hard cold financial benefits? What are the soft results? I guess both, I’ll try to give it a shot.
The value of enterprise 2.0
the application of such tools within organisations is not the same as Web 2.0 and organisations are seeking other benefits other than connecting people.
Rex's Thought Spot: 5 Social Computing Benefits that Adoption Rates Don't Show
here are 5 points that should help you explain that it's not just about the percentage of people that actively participate.
Measuring the success of enterprise2.0
I was lucky enough to be in a Gartner briefing earlier in the year and they were right on the money when they said “You’re going to need to embed this in your work processes to succeed.
What’s the real value of social software in enterprise : Media Influencer
Social software has an added dimension, which is that it should not be handled or implemented by IT departments or even marketing or HR departments, and certainly not in a traditionally organised and run enterprise
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