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  • Our CoE is basically a partnership between IT and KM. We provide guidance to community managers via a self-service forum (modeling the behavior we want to promote) or an internal consultancy which provides one to one coaching for the CM. Still evolving but positive part of our overall adoption strategy and seeing a strong demand.
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  • Thank you very much for your thoughts, Allison :-)

    I agree - the CMs wouldn’t necessarily be placed by the CoE, as in one of the examples, it could also identify likely CMs from the business and provide them with all possible support, including coaching (like in your model). The thinking behind the CoE is to give community management real roots so that it can grow, learn and develop independent from any specific engagement.

    Thanks again for getting in touch, it would be great to hear any further thoughts.

    Kieran
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  • Not entirely convinced that the CMs themselves are best placed coming form a central CoE. In our model we provide coaching to the Cms who come from the business as then they are better placed to understand the purpose and objectives of the community.
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  • 1. Dachis GroupBuilding a Community Management Centre of Excellence
  • 2. Does your company fullyunderstand the importance ofcommunity management forsocial business success? 2
  • 3. Any online community withinyour company has anunderlying purpose. It isthe job of a communitymanager to drive thispurpose. 3
  • 4. By driving purpose,connecting people togetherand nurturing a cooperativeenvironment communitymanagers help realise yourbusiness goals. 4
  • 5. Dachis Group believe thatcompanies can increasethe prominence andeffectiveness of communitymanagement by creating acentre of excellence. 5
  • 6. The following slides discusswhat a centre of excellencemight look like in the contextof community managementand how your companycan start building one today. 6
  • 7. CENTRE OFEXCELLENCE
  • 8. CENTRE OF EXCELLENCEWHAT IS IT?A CoE is an internal servicehub comprising people, Peopleknowledge and practicesthat together deliver thoughtleadership, better ways of CoEworking and continuous Knowledge Practicesimprovement in a specific fieldof work. 8
  • 9. CENTRE OF EXCELLENCEWHY IS A COMMUNITY MANAGEMENT CoENEEDED?To focus the To establish To provide To apply acommunity’s community thought consistent strategy underlying management as a leadership & across the purpose serious discipline training organisation To build a repository To gather evolving To align community of research, tactics requirements and development with and lessons learned manage change business objectives 9
  • 10. HOW WOULD THE CoE WORK? TWO SITUATIONS 1 2 10
  • 11. SITUATION 1 HR are launching a new talent discovery platform that will help employees take ownership of their career development. How will they get people to maintain their talent profiles and fully engage with the initiative? 11
  • 12. SITUATION 1WITHOUT A CoE 12
  • 13. SITUATION 1WITHOUT A CoE Comms Vendor Project Managers HR HR consults with the platform vendor, the communications department, and project managers. 13
  • 14. SITUATION 1WITHOUT A CoE Comms Vendor Project Managers HR The vendor knows the tool but has no understanding of the company’s culture. 14
  • 15. SITUATION 1WITHOUT A CoE Comms Vendor Project Managers HR The comms department informs the workforce but does not know how to incentivise users. 15
  • 16. SITUATION 1WITHOUT A CoE Comms Vendor Project Managers HR Project managers are frustrated because they can’t find talent through using the tool. 16
  • 17. SITUATION 1WITHOUT A CoE Comms Vendor Project Managers HR Employees fail to engage because there has not been a sufficiently joined-up approach. 17
  • 18. SITUATION 1WITH A CoE 18
  • 19. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem HR employes the CoE to run an adoption campaign. 19
  • 20. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE appoints a community manager to run the campaign and enlists advocates from across the organisation. 20
  • 21. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE designs the use cases and brings into play a rich set of adoption tactics. 21
  • 22. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE measures the effectiveness of the campaign and provides regular reports. 22
  • 23. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem All the while employees are placed front and centre of the process and their feedback is acted upon. 23
  • 24. SITUATION 1WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The initiative is off to a good start and the CoE has further developed its people, knowledge and practices for the future. 24
  • 25. SITUATION 2 The social business platform has seen very high rates of adoption in one country but almost none in other regions. The executives want to find out what is driving success in the successful country and transfer best practices to all other regions. 25
  • 26. SITUATION 2WITHOUT A CoE 26
  • 27. SITUATION 2WITHOUT A CoE Executives Analyst Power User Region n n The executives hire an analyst to find out why adoption has been strong in one region but not others. 27
  • 28. SITUATION 2WITHOUT A CoE Executives Analyst Power User Region n n The analyst discovers that adoption has been driven by a power user acting as community manager in the successful region. 28
  • 29. SITUATION 2WITHOUT A CoE Executives Analyst Power User Region n n The power user is asked to consult with leaders in each lagging region in order to transfer skills. 29
  • 30. SITUATION 2WITHOUT A CoE Executives Analyst Power User Region n n The result is haphazard as many of the leaders are not suited to community management and find the advice difficult to action. 30
  • 31. SITUATION 2WITH A CoE 31
  • 32. SITUATION 2WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The executives ask the CoE to investigate the variation in user adoption and implement an action plan for the lagging regions. 32
  • 33. SITUATION 2WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE identifies individuals in each region who are best suited to community management activities and trains them up for the task. 33
  • 34. SITUATION 2WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE provides a support network that all local community managers can draw from and contribute to. 34
  • 35. SITUATION 2WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE continually monitors rates of adoption in each region and develops its approach accordingly. 35
  • 36. SITUATION 2WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem Good community management practices take root in all regions which helps to drive adoption and improve the overall vitality of the platform. 36
  • 37. HOW TOBUILD A CoE
  • 38. HOW TO BUILD A CoE8 STEPS1 2 3 4 5 6 7 8 When building a CoE it is advisable to start small and grow organically. The key to success lies in the people and processes on which it is built. Broadly speaking the process will follow 8 steps. 38
  • 39. HOW TO BUILD A CoESTEP 11 2 3 4 5 6 7 8 Step 1 - Define the vision Start by defining the purpose, goals and plan of action for the CoE. This strategic approach will include setting out a high- level organisational model, success factors, measurements and metrics. 39
  • 40. HOW TO BUILD A CoESTEP 21 2 3 4 5 6 7 8 Step 2 - Establish success criteria Determine what you want success to look like. What should the CoE accomplish? What upcoming initiatives would you like them to assist with? Having these success criteria clear from the outset will allow you to monitor the effectiveness of the initiative. 40
  • 41. HOW TO BUILD A CoESTEP 31 2 3 4 5 6 7 8 Step 3 - Determine Governance What are the required roles in the CoE and what are their responsibilities? Decide upon the lines of communication and procedural checklists. What other things should be in place to ensure the quality and consistency of each new engagement? 41
  • 42. HOW TO BUILD A CoESTEP 41 2 3 4 5 6 7 8 Step 4 - Fill in the details Bring definition to the organisational model by determining the skills and roles you will need. Perform a white space analysis and decide your recruitment requirements. Create a mentor and training programme to help CoE members achieve the required level of expertise. 42
  • 43. HOW TO BUILD A CoESTEP 51 2 3 4 5 6 7 8 Step 5 - Involve the right people Make sure that you have at least one community management expert to lead the way. If this person doesn’t already work within the organisation consider hiring from without. Also involve other likely individuals such as power users, natural helpers and advocates of social business technology. 43
  • 44. HOW TO BUILD A CoESTEP 61 2 3 4 5 6 7 8 Step 6 - Account for costs Build an understanding of how to cost CoE engagements. Consider how finances will be managed. Will the CoE have a price structure? How will it be budgeted? 44
  • 45. HOW TO BUILD A CoESTEP 71 2 3 4 5 6 7 8 Step 7 - Run pilot projects Before opening up the CoE’s services to the whole company it would be wise to test what you’ve built with one or two pilot projects. Meet with project owners to determine scope, requirements, objectives etc. and then test that your people, processes and metrics are fit-for-purpose. Review your pilot projects and make necessary improvements to the CoE model. 45
  • 46. HOW TO BUILD A CoESTEP 81 2 3 4 5 6 7 8 Step 8 - Raise awareness For the CoE to be successful the rest of the company needs to know about it. How can internal customers be made aware of the offering? Determine what the core services are and advertise through all appropriate channels, but particularly through the community platform itself. 46
  • 47. ABOUTDACHIS GROUP
  • 48. ABOUT DACHIS GROUPLEADERS IN SOCIAL BUSINESS STRATEGY Dachis Group are the leading We are leaders in social global, integrated, end-to-end business strategy and social business consultancy. implementation. We help clients design social ecosystems, build real-world business cases and apply the best principles of social media. 48
  • 49. CONTACTS Kieran Kelly CONSULTANT kieran.kelly@dachisgroup.com Cerys Hearsey SENIOR CONSULTANT cerys.hearsey@dachisgroup.com ‘Pigeons in Flight’ image by Jimmy Brown: http://www.flickr.com/photos/jimmybrown/4041963981/ 49
  • 50. Thank you. 50