The Secret Art of Building Online   Communities Through Connections   (Pun intended!)   Luis Suarez - CommunityBuilder, KM...
Acknowledgements -                  With credit to:                  •Mike Martin (@mmartin1) & Chris Cooper              ...
The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda    1. What is a Community?    2. ...
What is a community?  “Groups of people who share a passion for something” (Wenger, 2004)  “Groups of people who come to...
There are many different types of enterprise community    • They can form within a department, across            Some Exam...
Community Definition...and some examples                                                                Definition: A grou...
The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda    1. What is a Community?    2. ...
Communities lead to increased Enterprise Knowledge, which leads to improved Organizational Capabilities, which results in ...
What is the Value of Communities? It depends on the business problem you are trying to solve…                             ...
Community members join because they see value in doing so    •   Need support    •   Want to listen / learn from others   ...
The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda    1. What is a Community?    2. ...
Four critical elements in developing a successful community It’s not all about the social networking technology platform  ...
Community Launch Plan           Start-Up /            Assessment         Design           Launch                Sustain   ...
Before you start, make sure you are launching the community that has a chance to be successful  Should You Even Launch A C...
Most successful Communities are dependent on a small minority of active contributors                                      ...
Mistakes some organisations make...    Avoid:    1. Taking a “set up the community and they will come” approach – with no ...
The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda    1. What is a Community?    2. ...
Community Roles and Responsibilities    •    Sponsor    •    Nurtures the relationship between the community and the organ...
The Community Leader / Facilitator is a Member Champion •   Interacts with members •   Leads community:                   ...
Forrester has identified four tenets of the Community Facilitator                                                         ...
The Core Team supports the Community Facilitator in the activities needed to sustain and grow the Community               ...
The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda    1. What is a Community?    2. ...
Community Charter   Name:      (The name of the Community, i.e., Developer Community, Customer User Group)   Target Member...
Implementation Checklist - Example      •   Document why the community is needed      •   Create a business case      •   ...
Wrap-up    1. What is a Community?    2. What Value are Communities?    3. What does it take to set up a Community?    4. ...
26                        © 2011 IBM CorporationThursday, November 29, 12                      26
Thank you!  27                        © 2011 IBM CorporationThursday, November 29, 12                      27
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The secret art of building online communities through connections (pun intended!)

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Presentation by Luis Suarez as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event

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The secret art of building online communities through connections (pun intended!)

  1. 1. The Secret Art of Building Online Communities Through Connections (Pun intended!) Luis Suarez - CommunityBuilder, KMer and Social Computing Evangelist @elsua || http://elsua.net #soccnx (- #cmgr) © 2012 IBM CorporationThursday, November 29, 12 1
  2. 2. Acknowledgements - With credit to: •Mike Martin (@mmartin1) & Chris Cooper •BlueIQ team (IBM Software Group) •Bill Chamberlin (@horizonwatching)’s Community 101 series •GBS’s CommunityCentral •CommunityBuilders Community •Darrel Rader (@darrel_rader) and the Rational CoPs 2 2 © 2012 IBM CorporationThursday, November 29, 12 2
  3. 3. The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 3 3 © 2012 IBM CorporationThursday, November 29, 12 3
  4. 4. What is a community?  “Groups of people who share a passion for something” (Wenger, 2004)  “Groups of people who come together to share and learn from one another” (Vestal, 2003)  “Communities are powerful tools, as long as you put members’ needs first” (Forrester, 2008) Topic of Interest An interactive group of people joined together by a common topic of interest. 4 4 © 2012 IBM CorporationThursday, November 29, 12 4
  5. 5. There are many different types of enterprise community • They can form within a department, across Some Examples departments, and can reach out to external • Collaborative workgroups stakeholders (customers, analysts, and partners). • Customer Support • Social spaces • Illness support groups • They can be small or big, short-term or long-term, • Ethnic groups centralized or distributed, spontaneous or • Professional groups intentional, grass-roots or top down & formally • Association Members endorsed, and virtual or physical • Industry ecosystems • Geographical user groups • Developers • They can be internal to an organization or they • Discussion groups can cut across multiple companies and industries • Special interest groups • Creative groups Communities can overcome barriers of time, geography, affiliation, and culture. 5 5 © 2012 IBM CorporationThursday, November 29, 12 5
  6. 6. Community Definition...and some examples Definition: A group of people with similar professions, job functions or shared interests, who come together to share (knowledge, information, best practices, Q&A) and to spark new collaborations and ideas. Community of Practice Community of people specializing in deployment of a specific group of products. Used to gather knowledge about this technology, in service of customer needs. Community of Interest Community of people with an interest in learning and keeping up to date with a subject area that may or may not be a part of their current role 6 6 © 2012 IBM CorporationThursday, November 29, 12 6
  7. 7. The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 7 7 © 2012 IBM CorporationThursday, November 29, 12 7
  8. 8. Communities lead to increased Enterprise Knowledge, which leads to improved Organizational Capabilities, which results in positive Value for Enterprises Value Better Profitability Services • Customers Higher Better • Employees Quality Products • Partners Enterprise Knowledge Customer Operational • Other Stakeholders Best Knowledge Sat. Efficiency Database Practices Collective Knowledge Intelligence Retention Organizational Communities Capabilities Cross Locate Insights Open Pollination Specialists Understanding Content Sharing Collaboration Worker Customers Forums Efficiency Social Innovation Networking Wisdom of Problem Decision Crowds Solving Making Business Processes 8 8 © 2012 IBM CorporationThursday, November 29, 12 8
  9. 9. What is the Value of Communities? It depends on the business problem you are trying to solve… Reduce costs of Increase Customer Market Business Reduce customer support market customer service research Transformation research loyalty Building a Virtual Focus costs Generate ideas Build New brand Groups Improve PR effectiveness New Product Relationships Development Marketing Brainstorm Increase Amplify Word of speed of Improved Mouth Improve Brand Value innovation Generate developer Test new relations Improve Public PROJECT word of relations products COLLABORATION LONG Decrease mouth TAIL customer Better Decision Making acquisition cost Customer Increase brand SALES Listen Capture Support awareness “Wisdom of Bring outside ideas Crowds” into the Increase new Member Skill-Building Sense & organization faster product success networking Respond ratios Employee Co-innovation communications 9 9 © 2012 IBM CorporationThursday, November 29, 12 9
  10. 10. Community members join because they see value in doing so • Need support • Want to listen / learn from others • People want to connect with other people • Want to express themselves • People want to help and • Want to share what they know be helped • Want recognition • Want power & increased responsibility • It’s part of the culture of the organization Because communities are voluntary, what makes them successful over time is their ability to generate enough excitement, relevance, and value to attract and engage members. Wenger, 2002 10 10 © 2012 IBM CorporationThursday, November 29, 12 10
  11. 11. The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 11 11 © 2012 IBM CorporationThursday, November 29, 12 11
  12. 12. Four critical elements in developing a successful community It’s not all about the social networking technology platform Relationships People -Easy for members to form new relationships -Community Facilitator is passionate -Linkages with other communities -Exec Sponsor is committed and models collaborative behavior -Members share a common interest People Capabilities - Create a content repository - Connect members to content Management - Identify most valued content System Knowledge -Secure resources (& funding?) -Form a Core Team & Process Technology Technology establish a Community - Rich Member profiles Charter - Simple to use social -Establish cadence of collaboration platform meetings - Community Facilitator Tools -Manage to a balanced - Platform measures value, scorecard Methodologies participation, and reputation -Create sense & respond -Community templates of membership capability -Community education offerings -Daily/weekly community leadership activities 12 12 © 2012 IBM CorporationThursday, November 29, 12 12
  13. 13. Community Launch Plan Start-Up / Assessment Design Launch Sustain Discovery Executive Business Value Community Business Core Team in Sponsorship in Approach Infrastructure in Performance place place designed place Reviews Community Current State Community Community Health & Maturity Manager in place Assessed designed Launched Checks Iteration 1 Iteration 2 Iteration 3 Iteration 4 Community Satisfied Community Community Community Charter Members Charter Charter Charter Shape and rate of incline curve depends on Business successful execution of combination of People, Value Process, Technology and Knowledge Time to Value 13 13 © 2012 IBM CorporationThursday, November 29, 12 13
  14. 14. Before you start, make sure you are launching the community that has a chance to be successful Should You Even Launch A Community? Best Good Practices  Is there a sense of energy and passion around the •Leader Is Passionate and Very Active community topic or domain? •Establish Clear Goals and Purpose  Is there a recognized need that the community can •Needs of Members Comes First meet, thus providing value to the members and their •SME Talent Assigned to Core Team •Management Has Committed Time, Resources, (and organizations? Funding?)  Is management aware of the potential value, utility, •Make it Social & Communal and benefits to members? To the organization?  Is there top-level sponsorship?  Can potential members be identified?  Is there an existing sense of community among potential members? Worst Practices  Is there a significant or critical issue facing the •Starting With Technology potential community membership that knowledge •“Build it and they will come” sharing can positively impact? •Focus on Value to Organization Only  Are there resources (e.g., people, technology, •Wrong Focus: Metrics vs. Business Measures funding) to support the community? Developing a launch plan for a community is similar to developing a launch plan for a new product or service ….or even a new company 14 14 © 2012 IBM CorporationThursday, November 29, 12 14
  15. 15. Most successful Communities are dependent on a small minority of active contributors 1% Heavy Contributors The 90 – 9 – 1 Rule 9% Intermittent Contributors “In most online communities, 90% of users are lurkers who never contribute, 9% of users contribute a little, and 1% of users account for almost all the action.” -Jakob Nielsen 90% But the community needs to Lurkers provide value to the lurkers as well as to the contributing members. 15 15 © 2012 IBM CorporationThursday, November 29, 12 15
  16. 16. Mistakes some organisations make... Avoid: 1. Taking a “set up the community and they will come” approach – with no community manager or launch plan 2. Pre-selecting a group of members who have no reason to collaborate 3. Establishing Communities as restricted access with no good reason (if some Community content must be restricted then use a restricted access sub-community) 4. Imposing a managed request and approvals process on the set-up of all Communities 5. Announcing an online Community before any content has been added to it • Expecting that the majority of members will start accessing and contributing to an online Community from the start 6. Assuming that online activity equates to benefits 16 16 © 2012 IBM CorporationThursday, November 29, 12 16
  17. 17. The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 17 17 © 2012 IBM CorporationThursday, November 29, 12 17
  18. 18. Community Roles and Responsibilities • Sponsor • Nurtures the relationship between the community and the organization (“the business”) • The sponsor is not the day-to-day Community Facilitator • Community Leader / Facilitator • Provides overall guidance and leadership to the Community to maintain social, cultural and organizational relevance • Core Team • Supports the Community Facilitator in the activities needed for the ongoing health of the community 18 18 © 2012 IBM CorporationThursday, November 29, 12 18
  19. 19. The Community Leader / Facilitator is a Member Champion • Interacts with members • Leads community: Key Activities ★Member advocate  Promotes community ★Community evangelist  Encourages participation & ★Creates editorial content discussion ★Harvests market insights  Connects members with each ★Balances the needs of the community with other organizational objectives  Produces deliverables ★Leader of the Core Team  Reports community metrics • Skills required:  Monitors & responds ★Strong online communication skills  Communicates news ★Approachable and conversational  Organizes events ★Has the ability to relate to members online and offline  Surveys for needs ★Comfortable with Social Technologies 19 19 © 2012 IBM CorporationThursday, November 29, 12 19
  20. 20. Forrester has identified four tenets of the Community Facilitator Description of Core Activities Community The community facilitator’s primary role is to represent the members of the Advocate community. They must listen, monitor, and respond to requests and conversations, both within the community platform and in email. Community facilitator promotes events, products, and upgrades using traditional Brand Evangelist marketing tactics as well as being part of conversations within the community. The community manager must first earn and maintain trust. Defines, plans, and executes content strategy. Uses forums, blogs, podcasts, and Facilitator other tools to create content. Mediates disputes: Encourages advocates and deals with — or when necessary removes — detractors. Works with corporate stakeholders to identify content, plan updates, publish, and follow-up. Research and Gathers the requirements of the community and presents to product teams. Plans Development and analyzes results of surveys or focus groups. Facilitates relationships between Contributor product teams and customers. Forrester: “Online Community Best Practices” by Jeremiah Owyang, Feb, 2008 20 20 © 2012 IBM CorporationThursday, November 29, 12 20
  21. 21. The Core Team supports the Community Facilitator in the activities needed to sustain and grow the Community These are key people to • Core Team Members support the ongoing vitality of • Sample Roles: the community ★Knowledge broker / curator ★Learning coordinator ★Various process owners (e.g., welcome process, metrics, monthly newsletter) • Sample Responsibilities: ★ Support the Community Facilitator in all the activities needed for the ongoing health of the community ★ Provide expert review of assets and intellectual capital ★ Provide thought leadership ★ Inspire member participation and promote the community ★ Keep the stakeholders informed and supportive ★ Help to obtain support/funding for community activities ★ Attend and participate in community events, activities, and discussions ★ Support and advise the community leader ★ Serve as the initial body of decision makers for the community ★ Provide the momentum needed to sustain the community’s evolution and vitality 21 21 © 2012 IBM CorporationThursday, November 29, 12 21
  22. 22. The Secret Art of Building Online Communities Through Connections (Pun intended!) Agenda 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 22 22 © 2012 IBM CorporationThursday, November 29, 12 22
  23. 23. Community Charter Name: (The name of the Community, i.e., Developer Community, Customer User Group) Target Member Demographics: (List the characteristics of the members that the community is hoping to attract) Purpose/Intent: (What is the purpose/intent of the community?, i.e., Skill Building, Listening.) Domain: (What is/are the topic(s) of interest that best supports the community’s purpose) Assigned Roles: (Identify by name the individuals who are filling roles.) • Community Sponsor(s): • Community Facilitator(s): • Core Team Members: Critical Business Issues: (Identify the critical business issues faced by the community.) Collaboration Tools: (List the primary collaboration tools that will be used.) Resources Required: (Identify the resources required to support the community, i.e., existing resources that are available, required contractor support, and content that needs to be developed.) Measures of Success: (List measures of success.) 23 23 © 2012 IBM CorporationThursday, November 29, 12 23
  24. 24. Implementation Checklist - Example • Document why the community is needed • Create a business case • Identify an initial community leader • Define the scope of the community • Recruit a core team of core team members • Assign roles • Document community main activities and processes • Develop a Knowledge Management Plan • Develop a Technology Platform plan • Finalize the Community Charter • Inventory and post existing content • Document a 90 day Launch Plan • Hold Pre-Launch Review Meeting • Launch the Community 24 24 © 2012 IBM CorporationThursday, November 29, 12 24
  25. 25. Wrap-up 1. What is a Community? 2. What Value are Communities? 3. What does it take to set up a Community? 4. What does the Community Facilitator do? 5. Where would we start? 25 25 © 2012 IBM CorporationThursday, November 29, 12 25
  26. 26. 26 © 2011 IBM CorporationThursday, November 29, 12 26
  27. 27. Thank you! 27 © 2011 IBM CorporationThursday, November 29, 12 27

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