The Social Executive


Published on

Executives interested in social business and communities need to not only understand the macro conditions shaping their markets but also what it means to their business and to them personally.

Published in: Business, Technology
No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

The Social Executive

  1. 1. The Social Executive The Community Roundtable
  2. 2. Agenda 1.  Why Communities Matter to Business2.  Overview of Business Communities3.  How Communities Can Help You
  3. 3. We’ve Done A Lot of Organizational Optimizing
  4. 4. The Results Have Been Mixed
  5. 5. In the process, people have been treated asliabilities to be managed vs. assets to be invested in
  6. 6. Technology Keeps Getting Faster… Source:,31813,2048601,00.html
  7. 7. …But People Do Not @rhappe #IBMConnect Source:
  8. 8. .We Are On a Collision Course
  9. 9. Faster Has Decreasing Rates of Return For People"People can only go so fast before quality suffers
  10. 10. People Are Now The Weakest Link
  11. 11. To Maximize Human Performance, Access to Various Social Environments is Critical Individuals   Rela/onships   Team   Communi/es   Networks  
  12. 12. As People Refine Innovations, They Need Access to Various Social Environments Topical  Interest   Network   Community   Specific  Focus   Team   Idea   Feasible   Community   Solu/on   Scalable   Network   Solu/on  
  13. 13. Traditional Decision Process Information & Consolidation Analysis Report Stakeholder Go/No Go Data Inputs Review Decision
  14. 14. Social Decision Process Discussion   Discussion   Social   WriEen   Facilitated   Listening   of  key   together   of  key   Decision   Discussion  in   points  in   points  in   Posted  to   Data  from   Communi/es   with  work   Community   Func/onal   Community   Network   group   of  Prac/ce   Community  Information & Consolidation Analysis Report Stakeholder Go/No Go Data Inputs Review Decision
  15. 15. Direct Impact: Access to communities & networks improve efficiency and quality Process  Element Type  of  Community MetricResearch  &  Discovery Market  Network,  Communi/es  of   Quality   prac/ce,  Customer  communi/es,   - BeEer  inputs   Partner  communi/es - BeEer  alignment  with  markets   Produc/vity   -­‐   Faster  /me  to  answer/insight  Work  Status   Team  networks,  Func/onal   Produc/vity   communi/es - Reduced  mee/ngs   - Micro-­‐mentoring   - Alignment   - Focus  on  issue  resolu/onData  Analysis Team  networks,  Func/onal   Produc/vity   communi/es,  Communi/es  of   - Shared  ownership  of  analysis   prac/ce,  Customer  communi/es,   - Broad  buy-­‐in  of  issues  &  framing   Partner  communi/es - Faster  awareness  and  buy-­‐in  for  analysisContent  Development Team  networks Produc/vity   - Ongoing  alignment  as  content  is  development   - Less  wasted  workStakeholder  Review Team  networks,  Communi/es  of   Produc/vity   peers/prac/ces - Transparent  decision-­‐making  process   - BeEer  sensing  of  poten/al  responses  (crisis   management)   - Shared  ownership  of  decision  Communica/on  of   Func/onal  communi/es,   Produc/vity  Informa/on  &  Decisions Communi/es  of  prac/ce,   - Alignment  &  shared  situa/onal  awareness   Customer  communi/es,  Partner   Quality   communi/es,  organiza/on-­‐wide   -­‐  BeEer  understanding  of  reac/ons  (crisis  
  16. 16. Indirect Impact: Communities Help Accelerate Innovation Process  Element Type  of  Community MetricFlaEen  Access  to   Communi/es  of  Prac/ce,   Reduced  Time  to  Innovate  Knowledge   Func/onal  communi/es   -­‐  Quickly  gather  exis/ng  exper/se   -­‐  Understand  accurate  state  of  development   Improved  Quality   -­‐  Add  to  exis/ng  knowledge  rather  than  replica/ng   Reduced  Waste  &  Duplica/on   -­‐  Know  what  the  organiza/on  knows  Tacit  Opportuni/es Market  Network,  Communi/es  of   Innova/on  Quality  &  Demand   prac/ce,  Customer  communi/es,   -­‐  Ability  to  understand  issues  before  they  are   Partner  communi/es ar/culated   Innova/on  Cycle  Time   -­‐  Solve  problems  in  step  with  demand  forma/on,  not   sequen/ally    Customer  led  Crea/on  and   Customer  communi/es,  Partner   Innova/on  Extension  Co-­‐Crea/on communi/es -  Fills  roadmap  gaps   -  Reduces  investment  in  high  risk  projects   Demand  Genera/on   -­‐   Develops  customer  advocates  Listening  &  Watching Market  networks,  Func/onal   Alignment  &  Revenue  Growth   communi/es,  Communi/es  of   -  Align  products  and  communica/ons  with  exis/ng   prac/ce,  Customer  communi/es,   conversa/on  and  language  which  improves   Partner  communi/es relevancy  and  adop/on     Crisis  Management  
  17. 17. Business Goals Determine Ideal Size for A Community! Online  Communi/es   Groups Communities Networks Size Density of Relationships Collaboration Advocacy Expertise Location Awareness Innovation Q&A Complexity of Desired Outcome
  18. 18. Network and Community Structure Is Revealing
  19. 19. What Are the Risks of Not Having Community Management?!
  20. 20. Ghost Town
  21. 21. Land of 1,000 Flowers
  22. 22. Drama Central
  23. 23. Pile of Tools
  24. 24. A Circling Storm
  25. 25. A Clique
  26. 26. 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 formalProgramming 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 &Measurement Anecdotal Basic Activities Content Outcomes
  27. 27. Relationships & Culture Are The Only Sustainable Competitive Advantage Commoditized: Reduced Advantages via:•  Technology •  Products•  Information •  Service•  Market access •  Process Opportunities: •  Relevance •  Meaning •  Connection •  Empathy
  28. 28. Good Relationships Endure
  29. 29. TakeAways 1.  You will not win just by going faster -  People cannot keep up -  Quality will suffer2.  Relationships and culture are the new competitive advantages3.  Community building is strategic and urgent -  Large first mover advantage -  People have limited key relationships -  Community building takes time
  30. 30. The SocialExecutive
  31. 31. This is Nice But… How Does it Help Me?
  32. 32. Executive Challenges 1.  Booked: Little time for unstructured conversation and with it, innovation2.  Bottleneck: Challenging to be proactive and focused on important (vs urgent) items3.  Handled: Information is often filtered with a point of view4.  On-the-Go: Not a lot of time in the same room with teams
  33. 33. Scale Yourself•  Communicate directly with more people, more often•  Answer questions once•  Test hypotheses with broad audiences to mitigate risks•  Reduce the number of team status meetings
  34. 34. Mentor & Align Your Team •  Expose and transfer your judgment •  Show your perspective •  Correct minor issues as they emerge, before they become a major issue or crisis •  Make work visible and self- documenting
  35. 35. Remove Filters •  “Hear” the conversations you cannot today •  See the broader context •  Ask more people for feedback and suggestions
  36. 36. Thank You! •  Rachel Happe•  Principal & Co-Founder, The Community Roundtable••  @rhappe