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The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
The Power and Peril of Online Communities
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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.

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

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