Communities for Innovation

Independent Consultant at Engaged Organizations
Feb. 22, 2013

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Communities for Innovation

  1. Leveraging Networks for Product Management - The Business of Rachel Happe! Community Principal & Co-Founder The Community Roundtable
  2. The World Is Changing
  3. A Perfect Storm of Change Is Rolling In Technology Currents Social Currents •  Social media •  Economic insecurity •  Mobile •  Political polarization •  Big data •  Demographic shifts •  Pace of technology •  Anxiety/Retrenchment
  4. The Pace of Technology Keeps Getting Faster… Source:,31813,2048601,00.html
  5. 700,000 Apps
  6. 1.2 Zettabytes of Data
  7. And Human Performance Is Not Improving Source:
  8. Humans Are Exposed
  9. We’ve Also Done A Lot of Organizational Optimizing
  10. But It Has Focused on Infrastructure
  11. People Are Now The Weakest Link
  12. People have been treated as liabilities to be managed vs. assets to be invested in
  13. We Need to Play A Different Game, One Focused on Enduring Relationships
  14. Relationships Differentiate Cost Savings Revenue •  Loyalty •  Preference •  Forgiveness •  Patience •  Time •  Advocacy •  Peer support •  Competitive lockout •  Issue reporting •  Authentic insights These qualities require a different level of relationship that traditional transactional relationships
  15. Relationships & Culture Are A Sustainable Competitive Advantage Commoditized: Reduced Advantages via: •  Technology •  Products •  Information •  Service •  Market access •  Process Opportunities: •  Relevance •  Meaning •  Shared Value •  Empathy
  16. Relationships Require Time, Resources and Ceding of Control Friendship   Development   Partnership   Encounter   Recogni1on   Awareness   Awareness   Understanding  of   Contextual  Trust   Forgiveness   Resonance     compa1bility/fit   Contextual  Loyalty   Advocacy  &   Piqued  interest   Contextual   Defense   Acknowledgement   Advocacy     Universal  Trust   of  rela1onship   Universal  Loyalty   Social  Media  (Content-­‐Based)   Engagement   Community  (Rela1onship-­‐Based)  Engagement   Direct  Engagement  
  17. Community A group of people with unique shared values, behaviors, and artifacts !
  18. Why Are Communities So Powerful? 1.  Maximize investments –  Disintermediate the organization from every conversation while maintaining context –  Speed information transfer & alignment –  Build buy-in and shared ownership –  Innovation 2.  Reduce costs –  Build and reinforce relationships –  Crowdsource expertise –  Reduce duplication –  Empower advocates –  Eliminate waste
  19. Direct Impact: Access to communities & networks improve efficiency and quality Process  Element Type  of  Community Metric Research  &  Discovery Market  Network,  Communi1es  of   Quality   prac1ce,  Customer  communi1es,   - BeQer  inputs   Partner  communi1es - BeQer  alignment  with  markets   Produc1vity   -­‐   Faster  1me  to  answer/insight   Work  Status   Team  networks,  Func1onal   Produc1vity   communi1es - Reduced  mee1ngs   - Micro-­‐mentoring   - Alignment   - Focus  on  issue  resolu1on Data  Analysis Team  networks,  Func1onal   Produc1vity   communi1es,  Communi1es  of   - Shared  ownership  of  analysis   prac1ce,  Customer  communi1es,   - Broad  buy-­‐in  of  issues  &  framing   Partner  communi1es - Faster  awareness  and  buy-­‐in  for  analysis Content  Development Team  networks Produc1vity   - Ongoing  alignment  as  content  is  development   - Less  wasted  work Stakeholder  Review Team  networks,  Communi1es  of   Produc1vity   peers/prac1ces - Transparent  decision-­‐making  process   - BeQer  sensing  of  poten1al  responses  (crisis   management)   - Shared  ownership  of  decision   Communica1on  of   Func1onal  communi1es,   Produc1vity   Informa1on  &  Decisions Communi1es  of  prac1ce,   - Alignment  &  shared  situa1onal  awareness   Customer  communi1es,  Partner   Quality   communi1es,  organiza1on-­‐wide   -­‐  BeQer  understanding  of  reac1ons  (crisis  
  20. Indirect Impact: Communities Help Accelerate Innovation Process  Element Type  of  Community Metric FlaQen  Access  to   Communi1es  of  Prac1ce,   Reduced  Time  to  Innovate   Knowledge   Func1onal  communi1es   -­‐  Quickly  gather  exis1ng  exper1se   -­‐  Understand  accurate  state  of  development   Improved  Quality   -­‐  Add  to  exis1ng  knowledge  rather  than  replica1ng   Reduced  Waste  &  Duplica1on   -­‐  Know  what  the  organiza1on  knows   Tacit  Opportuni1es Market  Network,  Communi1es  of   Innova1on  Quality  &  Demand   prac1ce,  Customer  communi1es,   -­‐  Ability  to  understand  issues  before  they  are   Partner  communi1es ar1culated   Innova1on  Cycle  Time   -­‐  Solve  problems  in  step  with  demand  forma1on,  not   sequen1ally     Customer  led  Crea1on  and   Customer  communi1es,  Partner   Innova1on  Extension   Co-­‐Crea1on communi1es -  Fills  roadmap  gaps   -  Reduces  investment  in  high  risk  projects   Demand  Genera1on   -­‐   Develops  customer  advocates   Listening  &  Watching Market  networks,  Func1onal   Alignment  &  Revenue  Growth   communi1es,  Communi1es  of   -  Align  products  and  communica1ons  with  exis1ng   prac1ce,  Customer  communi1es,   conversa1on  and  language  which  improves   Partner  communi1es relevancy  and  adop1on     Crisis  Management  
  21. Measurable But Not Immediate Return Investment
  22. Communities Mature & Change Phase 1 – Strong Phase 2 – Phase 3 – Phase 4 – Hierarchy Emergent Community Networked Community Impact Transform   Growth   Pull   Behavior   Change   Time
  23. 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 Distributed Culture Reactive Contributive Emergent Activist Community Defined roles & Integrated roles & None Informal Management processes processes Content & Formal & Some user Community Integrated formal Programming Structured generated content created content & user generated Policies & No Guidelines for Restrictive social Flexible social Inclusive Governance UGC media policies media policies Consumer tools Consumer & self- Mix of consumer & ‘Social’ functionality is Tools used by individuals service tools enterprise tools integrated Metrics & Activities & Behaviors & Measurement Anecdotal Basic Activities Content Outcomes
  24. 5 Ways Communities Support Product Management!
  25. 1. Active Lurking 1: Time to Innovation
  26. 2. Collective Intelligence
  27. 3. Many Eyes
  28. 4. Single Source of Truth
  29. 5. Develop Advocates
  30. Integrating Communities into Innovation Workflow Discussion   Discussion   Social   WriQen   Facilitated   of  key   of  key   Decision   Listening   together   Discussion  in   points  in   points  in   Posted  to   Data  from   Communi1es   with  work   Community   Func1onal   Community   Network   group   of  Prac1ce   Community   Information & Consolidation Analysis Report Stakeholder Go/No Go Data Inputs Review Decision
  31. Concept   Design   Build   Test   Launch  
  32. Case Studies
  33. TakeAways 1.  You will not win just by going faster -  Product quality will suffer 2.  Relationships and culture are the new competitive advantages –  How will you integrate that with the products you are building? 3.  Community building is strategic and urgent -  Large first mover advantage -  People have limited key relationships -  Community building takes time
  34. Thank you! Questions? Rachel Happe The Community Roundtable @rhappe Download this report for free at: " "
  35. About The Community Roundtable Mission:  Advance  the  Business  of  Community   Services   1.  Champion:  Advocate  for  the  needs  of  community   •  TheCR  Network   business  owners  and  teams   •  TheCR  Focus   2.  Educate:  Provide  training  solu1ons  to  community  &   •  TheCR  Advisory   social  business  leaders   •  TheCR  Research   3.  Curate:  Aggregate,  document,  and  share  community   •  Community  Management   management  best  prac1ces   Training   Member  Organiza1ons  &  Clients   Leadership  Team   Rachel  Happe   Principal  and  Co-­‐Founder   @rhappe   Jim  Storer   Principal  and  Co-­‐Founder   @jimstorer  
  36. TheCR’s Solutions We develop client competencies through training, professional development and research Start Build Grow TheCR Training TheCR Training TheCR Training • Community Lead • Community Team • Stakeholders TheCR Network TheCR Network TheCR Network •  Community Lead •  Community Team •  Community Team Stage Stage Stage Stage 1 Research 2 Research 3 Research 4 •  TheCR Focus for •  TheCR Focus for •  TheCR Focus for Executive Sponsors Executive Sponsors Executive Sponsors •  TheCR Focus for •  TheCR Focus for TheCR Advisory Stakeholders Stakeholders •  Executive Education TheCR Advisory TheCR Advisory •  Stakeholder •  Stakeholder Education Education •  Workshop •  Workshop
  37. TheCR’s Services Our services are designed to educate different audiences at different stages of the social business journey TheCR Network Training A membership-based network of On demand and in person training community, social media and social modules for a variety of community business leaders which provides: roles: •  Peer and expert interaction •  Specialist/Moderator •  Report library of peer practices •  Community Manager •  Tools and templates •  Social or Community •  Professional concierge services Strategist TheCR Focus TheCR Advisory A monthly report subscription Industry experts that deliver providing insights gleaned from customized solutions in the following practitioners and for: ways: •  Executive sponsors •  Keynotes •  Operational stakeholders •  Executive Education •  Advocates and part-time •  Workshops community managers •  Retained Advisory
  38. TheCR Thought Leadership Our research platforms educate the market, inform our services, and enable partner services State  of  Community   The  Social  Execu8ve   Management   TSE  looks  at  execu8ve   The  SOCM  provides   adop8on  and  the   insight  on  community   TheCR’s research portfolio linkage  between   programs  and  prac8ces,   business  strategy  and   learned  from  leading   is designed to provide a the  use  of  social   prac88oners.     comprehensive view of technologies.   how leading organizations are succeeding in social business. Career  Path  of  the   Community  Maturity   ModelTM   Community   Professional   By  capturing  the   This  research  looks  at   maturity  of  different   compensa8on,  roles   organiza8ons,  we  help   and  experience  of   the  market  mature   community   more  quickly.   professionals.