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The Power and Peril of Online Communities

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Online communities are being used by many types or organizations to support a variety of business processes. There is a lot of power in communities if done right - but it is not without peril. This …

Online communities are being used by many types or organizations to support a variety of business processes. There is a lot of power in communities if done right - but it is not without peril. This presentation goes through the different phases of community maturity and identifies the power and peril of each phase.

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  • If you would like to see my presentation of this in video format, see: http://www.permissiontv.com/deepLink.php?programID=1180704
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  • Having people discuss your strengths and weakness is the new daily reality of business. Your company is becoming more exposed. Today we will talk about what that means – and how you can not only deal with that environment but thrive in it and embrace the barrel.
  • Ciena/EDR
  • EMC,SolarWinds
  • SAP

Transcript

  • 1. The Power & Peril of Online Communities
    Rachel Happe
    Principal & Founder
    The Community Roundtable
    #SMB15 - @TheCR - @rhappe
  • 2. Community is NOT
    #SMB15 - @TheCR - @rhappe
  • 3. #SMB15 - @TheCR - @rhappe
  • 4. Community IS
    #SMB15 - @TheCR - @rhappe
  • 5. #SMB15 - @TheCR - @rhappe
  • 6. Measurable But Not Direct
    Return
    Investment
    #SMB15 - @TheCR - @rhappe
  • 7. The Community Discipline Matures
    Phase 2 – Emergent Community
    Phase 3 –Community
    Phase 2 –Networked
    Phase 1 – Strong Hierarchy
    Impact
    Time
    #SMB15 - @TheCR - @rhappe
  • 8. Community Maturity Model TM
  • 9. Phase 1 – Strong Hierarchy
    Power
    Frustration with siloed information & decision making bottlenecks
    Focus on streamlining customer experience
    Motivation to change, both by individuals and management
    Peril
    Cultural issues that inhibit change or experimentation
    Lack of understanding of what is realistic
    Likelihood that some experimentation will falter or fail
    FOCUS: Strategy & Culture
    #SMB15 - @TheCR - @rhappe
  • 10. Phase 2 – Emergent Community
    Power
    Early participants are excited by initial successes
    Some individuals can ‘see’ the future state and become evangelists
    More people are aware of the new model and tools
    Peril
    Impatience to see hard evidence and ROI at scale
    Inconsistent or unarticulated expectations of initiatives and resources assigned to them
    Policies are not clear, participants are confused
    FOCUS: Policies, Tools & Content
    #SMB15 - @TheCR - @rhappe
  • 11. Phase 3 – Community
    Power
    Pay offs realized for the business process the community supports
    Company has a network of advocates that help with marketing, support, and communications
    Employees, functional leaders, & customer understand the role of the community
    Peril
    Community management de-prioritized because community is ‘successful’
    Community is still separate from core operations & measurement
    Management understanding concentrated with too few individuals
    FOCUS: Community Management & Measurement
    #SMB15 - @TheCR - @rhappe
  • 12. Phase 4 – Networked
    Power
    Networked business structure enables organization to be the ‘market maker’ for their industry
    Partners get a high percentage of their revenue through community activities
    Company has early warning indicators for all market activity
    Peril
    Requires strategic, long-range vision of top executives
    Organization can be controlled by its community without strong community management
    Tone of engagement becomes critical as it has more perceived power
    FOCUS: Leadership
    #SMB15 - @TheCR - @rhappe
  • 13. Community Maturity Model TM
    www.community-roundtable.comThank You!