The document discusses prominent figures in social business, including their roles and expertise, highlighting their contributions to transforming enterprises through social and collaborative technologies. It emphasizes the critical role of community managers, defining their responsibilities and skills needed in the evolving business landscape. The report raises key questions regarding the sourcing, reporting structure, and understanding of social analytics within organizations.

1. #ibmsbb 25th April 2012

2. Forum Format

3. Introductions
Rooven Pakkiri is a veteran of the dot.com revolution, social business evangelist and Head of
Rooven Pakkiri Social Business at leading IBM Business Partner Collaboration Matters.
Collaboration Matters Rooven is an author and speaker on the way in which Social Business technology , adoption and
@roovenp usage will transform the enterprise.
Mike Morrison Mike Morrison is an established interim manager, coach, business adviser, mentor instructional
designer and trainer, on occasions he writes, blogs, twitters and takes the odd day off.
Rapid BI Mike has over 20 years experience in HR/OD and in the last 10 has been designing and delivering
@rapidbi training programmes. Before founding RapidBI he worked as a Management Development Adviser
with Business Link for London and prior to that as a Training Manager for a large private hospital
where he developed training for a wide range of staff, managers and coaches.
Will McInnes Will McInnes is Managing Director of NixonMcInnes, a social business consultancy, and author of
Culture Shock which provides an inspirational guide for better ways to do business in the 21st
Nixon McInnes century (published August 2012). NixonMcInnes itself is constantly experimenting with its own
@willmcinnes radical management practices and has been recognised by WorldBlu as one of the most
democratic workplaces in the world. Clients include Barclays, Cisco, Channel 4, O2, Foreign &
Commonwealth Office, RSPCA and WWF.
Dale Roberts is half way through his second decade helping organisations make better decisions.
Dale Roberts Much of this time was with Business Intelligence giant, Cognos where, as a Director, he oversaw
Artesian Solutions hundreds of business intelligence solutions. Most recently he is part of the Executive team of
Artesian Solutions, an innovator in social media monitoring and analytics. He is a commentator,
@decisionhacker blogger and regular speaker on the Business Intelligence, Analytics and Performance Management
circuit.
Angela Ashenden is Principal Analyst at MWD Advisors where she leads the Collaboration
Angela Ashenden practice. In her 12 years as an industry analyst, Angela has researched a range of technology areas
that deal with the issues around managing unstructured information and knowledge, and so is a
MWD Advisors primary authority on collaboration technologies and effective working practices in business today.
@ aashenden As part of her role, Angela acts as an advisor to large IT user organisations about technology and
management strategies for implementing collaboration.

4. Introductions
Marie Wallace has spent the last decade building content analytics technology @ IBM, working
Marie Wallace across the various software, hardware, and research divisions to transform how IBM’s enterprise
IBM solution portfolio understands and integrates with people and content. Marie also supports IBM’s
@marie_wallace global consulting organization in advising clients on potential application and business benefits of
analytics across geographies and industries. Marie also spent time as content analytics evangelist
for IBM Marketing, and is currently Social Analytics Strategist for IBM Social Business.
David Terrar David Terrar is CEO of cloud services provider & social business consultancy D2C. With 30 years of
experience operating in the trenches of the software business, he started in IBM and then worked in
D2C management and director roles for companies like, Interactive, Brook Street Computers, DataWorks,
@DT Indus and CODA. He is passionate about the intersection of cloud computing, mobile technology
and social media, how these tools can be deployed to make business more effective, and the way
these trends are changing the world of work. David is part of the Enterprise Irregulars blogging
group which includes leading Social Business luminaries like Dion Hinchcliffe, Susan Scrupski and
Paul Greenberg.
Léon Benjamin is a social media practitioner and has managed social implementations with
Léon Benjamin organisations counting BA, Microsoft & BT. He is co-founder of Sei Mani, an enterprise social
Sei Mani media adoption consultancy that helps large organisations transform the way they work. Léon is
@lfbenjamin the author of Winning by Sharing, a book about the impact of social media on the future of work
first published in 2005 predicting the use of social media in the workplace and its transformative
impact on the nature of work.

5. 4th SBB - if include the Diner - Time to
move to practical footing

7. A 60 page report in 6 slides
“The technology is the easiest piece: finding the right technology for your
specific use case is challenging, but Community Management is going to be
the hardest piece because that skill set and experience does not reside within
most companies right now. “
Which begs the question – do you develop those skills inside or
source them outside your organisation?
Hold on to that thought - it has a number of interesting
ramifications…
Let’s get to grip with the role and these new skills first …

8. The Job Description
“A Community Manager is NOT an IT person, it’s not a ‘Web Expert’, it’s not even someone who
claim to be a ‘Social Media’ expert. They don’t exist by the way. Don’t let them fool you, please!”
“The Community Manager might look something like the spider in the web, weaving the web. Yes,
there you go, it’s a Weaver – A Weaver Of Relationships!”
“The Community Manager is more like a networked journalist or extremely clever and creative
person who can take an idea from nothing and create something beautiful or smart.”
“We see community leaders as explorers, builders and translators – charting new paths for their
organisations in a complex new environment”
Wow! That’s some job description

9. The Explorer
The pace of change has become dramatically faster as networked
communications on a massive scale flatten the access to information.
Community leaders need to excel at and relish the role of explorer – not only discovering
emerging environmental factors, but also exploring the behaviour, interests, and goals of
their community members.
This curiosity is critical to helping communities and the organisation that sponsor them.

10. The Builder
Communities and relationships will rarely , if ever, be perfect.
Successful communities are built by those who have a predilection for action and who will
experiment instead of waiting for perfect timing .
While planning is important…. trying to predict what a community will do and be before it
exists is impossible.”

11. The Translator
Ensuring that different constituencies can understand each other and making
sure stakeholders know how to evaluate the opportunity and risks in a community approach.
New technologies often seem like fads to enterprise stakeholders. They need to have a
discussion of realistic opportunities and risks in their own language in order to effectively
understand and offer support in this space.

12. The rise and importance of the
Community Manager

13. Gardener
Piñata
Cheerleader
Concierge
Traffic Cop
Sculptor
Mediavore
Spam Warrior
Empath
Sponger
CRUSH TROLLS
CRUSH TROLLS

14. Those leaders that can evangelise and bring the value of communities into
organisations are seeing their work rewarded with increased budgets,
recognition and new opportunities
My goal from the output of this discussion is to create the first cut of our own
Community Manager Job Description - this will be an on-going, iterative creation which I will
transplant to the Talent Management Orchard where it will hopefully grow and develop.

15. The Collaboration Garden

16. Questions
To get things going here are some questions I would like you
to consider:
Q- Do you agree with the report that the Community
Manager is the hardest piece of the Community
Management puzzle?
Q - If the corporate cupboard is bare, how will companies
solve the problem of sourcing of Community Managers in
the short term?
Q - Who will the Community Manager report to?

17. Socialytics
(making sense of the plethora of social data inside and outside the firewall)

18. Q1
Is the Enterprise
missing the whole
point of the Social
Web?

19. Q2
Why is Social
Analytics a missed
opportunity for the
Enterprise?
360 degree view of
the Enterprise

20. Q3 Activity
Streams
Can applications &
business processes
“be social”? Social
Aggregation