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The 2011 State of Community Management
 

The 2011 State of Community Management

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Summary presentation from the 2011 State of Community Management report. ...

Summary presentation from the 2011 State of Community Management report.

Thank you to sponsors Acquia, Enterprise 2.0 Conference, Farland Group, Igloo Software, Moxie Software, & The Social Customer

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  • Here is the audio archive of our presentation of this with The Social Customer, Dan Brostek of Aetna, and Cindy Meltzer of Isis Parenting: http://thesocialcustomer.com/37524/audio-archive-2011-state-community-management-report
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The 2011 State of Community Management The 2011 State of Community Management Presentation Transcript

  • State of Community Rachel Happe! Principal & Co-FounderManagement 2011 The Community Roundtable @TheCR! @rhappe
  • Our Speakers Rachel HappeRachel Happe (@rhappe) is a Co-Founder and Principal at TheCommunity Roundtable, a peer network for social media, community,and social business leaders. She has over fifteen years of experienceworking with emerging technologies including enterprise socialnetworking, ecommerce, and enterprise software applications. Rachelhas served as a product executive at Mzinga, Bitpass, & IDe, and asIDC’s first analyst covering social technologies. Rachel started herbusiness career as a business analyst at PRTM. @TheCR  @rhappe  #SOCM2011  
  • What is The Community "Roundtable?The Community Roundtable operates a peer network for community, social media, and social business practitioners. 1.  Champion. Further the discipline of community management 2.  Curate. Aggregate, document, and share community management best practices 3.  Educate. Provide support and resources for community managers & social strategists @TheCR @rhappe #SOCM2011
  • Our members have diverseexperiencesMembers have an average of 4 years of community management experience
  • Community Maturity Model TM Stage 1 Stage 2 Stage 3 Stage 4 Hierarchy Emergent Community Networked Community Familiarize &Strategy Listen Participate Build Integrate Command &Leadership Control Consensus Collaborative DistributedCulture Reactive Contributive Emergent ActivistCommunity Defined roles & Integrated roles & None InformalManagement processes processesContent & Formal & Some user Community Integrated formal &Programming Structured generated content created content user generatedPolicies & No Guidelines for Restrictive social Flexible social InclusiveGovernance UGC media policies media policies Consumer tools Consumer & self- Mix of consumer & ‘Social’ functionality isTools used by individuals service tools enterprise tools integratedMetrics & Activities & Behaviors & Anecdotal Basic ActivitiesMeasurement Content Outcomes
  • State of Community " Management 2011 •  Market analysis •  Survey findings •  Compilation of practitioner lessons and practices •  ResourcesSponsors: @TheCR @rhappe #SOCM2011
  • Key Themes 1.  Social Business Becomes A Strategic Imperative 2.  Interest in Community Management Has Increased 3.  The Community Management Discipline is Evolving 4.  A Lot of Confusion Remains @TheCR @rhappe #SOCM2011
  • Social Business Becomes A StrategicImperative Strategy: To make organizations more humane, adaptive, and resilient in order to increase revenue through relevance and reduce costs through crowdsourcing. Tactics Process: ‘Socializing’ a process means that it becomes interactive and iterative, with many constituent groups contributing throughout the process, and more dependent on collective actions to succeed. Management: Community management is the discipline of ensuring that communities are productive. In this context, communities are collections of individuals who are bound by needs or interests rather than authority or hierarchy, which is why a new approach to management is needed. Technology: Social Media, SCRM, Enterprise 2.0/enterprise social platforms, co- innovation tools or any of a host of emerging social technologies aimed at specific business processes.
  • Interest in Community Management hasIncreased & the Discipline is Evolving 1.  The number of individuals responsible for community management within one enterprise has grown 2.  The number of contexts, vertical, and function use cases in which community management is being used has grown 3.  Community and social initiatives are becoming more strategic, requiring understanding of all of the following elements: –  Human behavior and motivations –  The community management discipline –  General Business –  The specific organizational context @TheCR @rhappe #SOCM2011
  • A Lot of Confusion Remains 1.  It’s a relatively new market, growing quickly with lots of new participants which makes qualified information even harder to find 2.  Many organizations are using the term social business which is good but can also mean different things to different vendors 3.  There is both legitimate and unfounded hype @TheCR @rhappe #SOCM2011
  • Social Approaches Are NowMainstream @TheCR @rhappe #SOCM2011
  • Leadership Is Now Positive Toward SocialApproaches, But Culture is Lagging Leadership Perspective Information Culture @TheCR @rhappe #SOCM2011
  • Strategy! Key takeaway Don’t Replace What Works, Supplement With Community.Key takeawayIt’s basic but worth repeating, know your 1. STRATEGYtarget member.Key takeawayNothing grows in a sandbox. If you want tosee growth, you need to build a garden.
  • Leadership! Key takeaway Community management isn’t just a role – it’s a perspective. Key takeaway 2. LEADERSHIPRecruit leaders who are willing to be pioneers.Key takeawayEducation is the key to success. Key takeaway Understand when and how to ask for support and authority.
  • Key takeaway Culture! Rely on relationships. Arrange for peer-to-peer connections versus ‘authoritative’ connections when evangelizingKey takeaway 3. CULTUREBe prepared to let the outside in. Key takeaway Learning is at the core of any community. People often resist learning because of a history of roadblocks in their past (too hard, too time consuming, etc.) The trick is to remove the roadblocks
  • Community Management! Key takeaway Constructive conflict is required to innovate. Encourage individuals to share different opinions respectfully. 4. COMMUNITY MANAGEMENTKey takeawayLead by example and show members howyou want them to behave. Key takeaway It’s counterintuitive but do not jump in and automatically answer questions or help out.
  • Content & Programming! Key takeaway Create content plans that bridge your audiences. If you look at your content holistically and broadly, you’ll be more relevant to your audiences.Key takeaway 5. CONTENT & PROGRAMMINGYour content strategy needs to be focused onboth your audience AND your goals. Key takeaway Practice the 80 – 20 rule. Write complete content (80%) but leave room for others to contribute and finish the story (20%).Key takeaway Keep attention spans in mind. Consider the length, quality, quantity, portability and “snackability” of content when you’re planning.
  • Policies & Governance! Key takeaway Recognize that ‘policies’ are not the same as ‘guidelines.’ Guidelines are the expression, in accessible language, of the culture you wish to promote, and community boundaries. 6. POLICY & GOVERNANCEKey takeawayKeep key issues top-of-mind when structuringgovernance: regulatory environment; size; culture;strategy; and social business maturity. Key takeaway Centralize the role of the social team.
  • Tools! Key takeaway Don’t feel that you have to use every tool available.Key takeaway 7. TOOLS Tools and technology tend to grow more complex and complicated over time. It is worth revisiting functionality to simplify your user experience. Key takeaway Be aware of grassroots social media efforts occurring within an organization. This can cause problems in terms of data integration, master data management, and backend systems.
  • Metrics & Measurement!Key takeaway Community investments and results are offset. Understand that the ROI curve is geometric – but that it often begins with a downward drop, and grows slowly for the first little while. 8. METRICS & MEASUREMENT Key takeaway Executives have become numb to copious amounts of data. What actually provides meaning and drives change is the ability to share a story. Using metrics to support a story maximizes the impact of data.Key takeawayDon’t think about metrics as a single set. Differentmetrics serve the needs of different audiences.Typically there are three types of scorecards: thestrategic, the operational, and one with daily task-based reporting.
  • State of Community Management 2011•  Market analysis•  Survey findings•  Compilation of practitioner lessons and practices•  Resources Download the 90+ page report for free at: http://community-roundtable.com/ socm-2011/ @TheCR  @rhappe  #SOCM2011