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Community - A Strategic Imperative

Community - A Strategic Imperative



Presentation from 2011 Enterprise 2.0 Conference #e2conf

Presentation from 2011 Enterprise 2.0 Conference #e2conf



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  • This is what I was doing instead of finishing this presentation. It’s instructive to have a toddler while working in a market that is dealing with similar challenges. Lots and lots of tools & shiny objects to explore, a little lacking in coordination skills, a lot of messes, but starting to figure things out. However, like a toddler we have do not always understand the implications of our choices and we have not mastered impulse control.
  • Social Software Alone is A High Risk Strategy and Prone to Crash. Social tools are increasing the speed of information but as it becomes adopted by everyone, it becomes a race – better listening, faster response, more value expected of you. You can participate in that race – or you can play a different game. Expecting people to keep going faster and faster will push them over their edge – technology is increasing exponentially but humans are not. You can build relationships that give your people the time and space to deliver exceptional products, services, and experiences. Your people need that time for the increasingly complex & creative work being required of humans. Community management is the only way to scale those relationships, and it is the new strategic imperative.
  • As a social approach gets more widely adopted, it’s advantage dissipates. We’ve moved from ‘going social’ for competitive differentiation to ‘going social’ so we don’t get left behind. 60% of the Fortune 500 had an active Twitter account in 2010, up from 35% in 2009 56% of the Fortune 500 had active FB Pages in 2010 - “The Fortune 500 and Social Media: A Longitudinal Study of Blogging, Twitter and Facebook Usage by America’s Largest Companies” by Nora Ganim Barnes, Ph.D.  Of Umass Dartmouth
  • This information revolution is all quite interesting but… where does it go? This phase of the social media revolution is far from over and yet, it will not ensure competitive advantage because soon, all companies will have access to the same information and tools.
  • It becomes harder and harder to keep up. So you must go faster and faster.
  • Technology can keep up….
  • http://jisciences.blogspot.com/2010/01/human-evolution-101.html
  • Technology power continues to increase exponentially but human power does not. People are now the limiting factor on organizations ability to execute. Texting and emailing can knock a whole ten points from your IQ. This is similar to the head-fog caused by losing a night’s sleep. Professor Miller (MIT) An American study reported in the Journal Of Experimental Psychology found that it took students far longer to solve complicated math problems when they had to switch to other tasks - in fact, they were up to 40 per cent slower. Read more: http://www.dailymail.co.uk/health/article-1205669/Is-multi-tasking-bad-brain-Experts-reveal-hidden-perils-juggling-jobs.html#ixzz1Ou4UPZSF
  • The commoditization of technology, information, and market access has made it harder and harder to differentiate via products/service/process. Things that are now scarce because of the current environment (faster, bigger, cheaper) are relevance, meaning, connection, & empathy. Those organizations that can accomplish that will differentiate and drive advocacy.
  • Relationship building before the Internet was expensive and slow. Communities in the real world helped to scale relationships and solve collective issues that individuals could not. Communities sprung up online in the early days of the web but they were predominantly recreational – IRC & AOL chat rooms, gaming communities, The Well, etc. and relatively niche although bulletin boards sprung up in the technology support sector where a large percentage of their audience was tech savvy. Social media also sprung up around recreational activities – Friendster, Classmates.com, MySpace, LiveJournal, Blogger. Tipping point came with adoption of Twitter, Facebook and the stress for individuals created by information overload – they needed social filters. Organizations of all sizes followed the people. The biggest issue is that Social Media and network-based engagement will only take you so far. One million people may have friended your Facebook page but one million people will never do much together. Organizations did not think strategically about what kind of relationships they needed and with whom (employees, customers, partners, suppliers) – partially why the current big meme in the market is around ‘influencers’. Most are in the process of stepping back and figuring out what is best for them both strategically and operationally right not.
  • We have limited cognitive ability to connect & form relationships. Dunbar’s Number – 150 core connections. Laura Beck, 100 True Fan. Deep relationships are highly influential – A person is 57% more likely to have a behavior (obesity) if a friend has it. They are 20% more likely to have a behavior if a friend of a friend exhibits it. - Nicholas Christakis and James Fowler Collective Intelligence improves with more empathetic members – Tom Malone at the MIT Center for Collective Intelligence found that group satisfaction, group cohesion, group motivation, or individual intelligence of group members made any difference to collective intelligence but…. Having more women (people with social sensitivity) in the group was as long as the groups were not entirely homogenous. Prof. Malone thinks it’s completely possible to markedly change a group’s intelligence
  • Survey findings Market analysis Best practices Resources