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The Path to a Fully Socialized Business


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Based on 2012 State of Community Management. Presented at JiveWorld 2012

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The Path to a Fully Socialized Business

  1. 1. The Path to a Fully Socialized Business Rachel Happe The Community Roundtable Twitter @rhappe @TheCR #jw12
  2. 2. The Community RoundtableMission:  Advancing  the  Business  of  Community   Services  1.  Champion:  Advocate  for  the  needs  of  community   •  TheCR  Network   business  owners   •  TheCR  Focus  2.  Educate:  Provide  support  and  resources  for   •  TheCR  Advisory   community  &  social  business  leaders   •  TheCR  Research  3.  Curate:  Aggregate,  document,  and  share  community   •  Community  Management   management  best  pracBces   Training  Member  OrganizaBons   Leadership  Team   Rachel  Happe   Principal  and  Co-­‐Founder   @rhappe   Jim  Storer   Principal  and  Co-­‐Founder   @jimstorer   Twitter @rhappe @TheCR #jw12
  3. 3. CommunityA group of people with unique shared values, behaviors, and artifacts ! Twitter @rhappe @TheCR #jw12
  4. 4. Social Business Becomes A Strategic ImperativeStrategy: To make organizations more human, adaptive, and resilient in order to increase revenue through relevance and reduce costs through crowdsourcing. Tactics Process: ‘Socializing’ a process means that it becomes interactive and iterative, with many constituent groups contributing throughout the process, and more dependent on collective actions to succeed.Management: Community management is the discipline of ensuring that communities are productive. In this context, communities are collections of individuals who are bound by needs or interests rather than authority or hierarchy, which is why a new approach to management is needed.Technology: Social Media, SCRM, Enterprise 2.0/enterprise social platforms, co- innovation tools or any of a host of emerging social technologies aimed at specific business processes. Twitter @rhappe @TheCR #jw12
  5. 5. We Use Communities to DevelopRelationships at Scale Friendship   RecogniBon   Development   Partnership   Awareness   Awareness   Understanding  of   Contextual  trust   Forgiveness   Encounter Resonance     compaBbility   Contextual  loyalty   Advocacy     Piqued  interest   Contextual    Defense   Acknowledgement   advocacy     Universal  trust   of  relaBonship   Universal  loyalty   Social Media (Content-Based) Engagement Community (Relationship-Based) Engagement In-Person Engagement Twitter @rhappe @TheCR #jw12
  6. 6. Measurable But Not ImmediateReturn Investment Twitter @rhappe @TheCR #jw12
  7. 7. Communities Mature & Change Phase 1 – Strong Phase 2 – Phase 3 – Phase 4 – Hierarchy Emergent Community Networked CommunityImpact Transform   Growth   Pull   Behavior   Change   Time Twitter @rhappe @TheCR #jw12
  8. 8. Community Maturity Model TM Twitter @rhappe @TheCR #jw12
  9. 9. State of Community Management " 2012 Findings Twitter @rhappe @TheCR #jw12
  10. 10. Key Themes 1.  Mainstream adoption of social media tools 2.  Maturing of community management 3.  Internal employee communities are on the rise 4.  Technology is a critical driver but not the primary focus 5.  Community leaders are in a unique position Twitter @rhappe @TheCR #jw12
  11. 11. Stage One – Hierarchy CMM1 Twitter @rhappe @TheCR #jw12
  12. 12. Stage 1 – HierarchyOpportunities Challenges•  Lots of examples of other •  Lack of common framework or organizations using a language around approach community approach well •  Cultural & leadership issues that•  Frustration with siloed inhibit change or information & decision making experimentation bottlenecks •  Lack of understanding of what•  Focus on streamlining customer is realistic experience •  Likelihood that some•  Motivation to change, both by experimentation will falter or fail individuals and management FOCUS: Strategy Twitter @rhappe @TheCR #jw12
  13. 13. Typical Initiatives During CMM1 1.  Find an internal ‘owner’ 2.  Recruit executives sponsors 3.  Identify cross-functional champions 4.  Educate control functions – legal, IT, risk, compliance, HR on social technologies and dynamics 5.  Create an operational framework and roadmap 6.  Complete a social business audit or gap analysis 7.  Start a listening program 1.  Budget for Experimentation 2.  Executive sponsor(s) Twitter @rhappe @TheCR #jw12
  14. 14. Hundreds of Social Media Accounts – Twitter, Slideshare, Facebook Maze of Tools Corporate marketing starts to rationalizeSocial media mgmt is on top of ‘day’ jobs User Groups to Integration of social Launch channels on website Sea of Ambiguity Field of Dreams Tar Pits of Tradition & Comfort Peaks of Apathy CMM1 Forest of Twitter @rhappe @TheCR #jw12 Conformity
  15. 15. Stage Two – Emergent Community CMM2 Twitter @rhappe @TheCR #jw12
  16. 16. Stage 2 – Emergent CommunityOpportunities Challenges•  Participants are excited by initial •  Impatience to see hard successes evidence and ROI at scale•  Some individuals can ‘see’ the •  Inconsistent or unarticulated future state and they become expectations of initiatives and evangelists resources assigned to them•  More people are aware of the •  Policies are not clear, new model and tools participants are confused•  Business value is becoming •  Lack of governance can create better understood internal power struggles FOCUS: Policies/Governance, Tools & Programming/ Content Twitter @rhappe @TheCR #jw12
  17. 17. Initiatives During CMM2•  Build out an operational framework and roadmap•  Formalize an enterprise-wide governance structure•  Develop a comprehensive budget•  Deploy social software•  Develop community management expertise and tools•  Create metrics scorecards for various reporting levels•  Document response and escalation processes•  Define and execute on social and community staff training needs 1.  Business plan and budget for an enterprise approach 2.  Formally assigned functional stakeholders 3.  Community management discipline/approach/resources Twitter @rhappe @TheCR #jw12
  18. 18. Research &Identify a social CMM2 Consult Experts strategist CEO on Roadmap & Twitter Audit, using Budgeting CMM Pockets of Technology social media Evaluation experimentation Compliance Acceptance Key community management hires Internal software pilot Community Management Playbook Enterprise-wide Internal training roll out software roll out Twitter @rhappe @TheCR #jw12
  19. 19. Stage Three – Community CMM3 Twitter @rhappe @TheCR #jw12
  20. 20. Stage 3 – CommunityOpportunities Challenges•  Community is producing •  Community management de- desired outcomes prioritized because community is ‘successful’ but balance of•  There is a network of advocates power is shifting that help with support and communications •  Community is still separate from core business operations &•  Employees, functional leaders & measurement customers understand the role of the community •  Management understanding concentrated with too few individuals FOCUS: Measurement, Community Management & Culture Twitter @rhappe @TheCR #jw12
  21. 21. Initiatives During CMM31.  Create a repeatable framework, toolkit and governance structure for community building, specific to the organization.2.  Build a community leadership program (VIP, MVP, advocate, top contributor, cheesehead, etc).3.  Develop enterprise wide training for various audiences.4.  Evolve social and community analytics from tracking activity to behaviors and influence/roles.5.  Redefine, articulate and share broadly the core organizational purpose and doctrine so that employees can better align themselves.6.  Retool specific workflows and processes to optimize decision and communications points using community input and sharing. 1.  Culture and workflow change 2.  Change in how leadership is expressed 3.  Adaptation of business strategy Twitter @rhappe @TheCR #jw12
  22. 22. Second Bus unit leader starts sharing Two more public via a blog 2010 communities launch Bus unit leader starts sharing 50% 2011 via a blog employees registered, CIO starts Social Software active 25% blogging Intranet 1.0 Enterprise in Full Shut Down Digital Literacy“Proud to be Production Training CSC” Social V2 of Social First localized Software 2009 Policies community Pilot Secure customer & Compliance Social Media partner community Audit Passed Manager Hired Community Advocates Website, social Biz Case Identified 2012 & communities 100% employees integrated Approved registered, 70% active Social First publicStrategist communityIdentified 2008 CSC starts using CMM3 Social Media Twitter @rhappe @TheCR #jw12
  23. 23. Stage Four – Network CMM4 Twitter @rhappe @TheCR #jw12
  24. 24. Stage 4 – NetworkedOpportunities Challenges•  Networked business structure •  Requires strategic, long-range enables organization to be the vision of top executives ‘market maker’ for their industry •  Organization can be controlled•  Partners get a high percentage by its community without strong of their revenue through community management community activities •  Tone of engagement becomes•  Company has early warning critical as community gains indicators for all market activity power FOCUS: Leadership Twitter @rhappe @TheCR #jw12
  25. 25. Initiatives During CMM41.  Redesign information and functional architectures to holistically improve the customer and employee experience. Ensure regular feedback and performance indicators aligned with workflow to help improve productivity.2.  Redesign the human resource function to hire, support, and develop employees in a more fluid way. 3.  Change how employees are rewarded and advanced, including removing many hierarchical titles. Twitter @rhappe @TheCR #jw12
  26. 26. Emergent Stage 4 Organizations Twitter @rhappe @TheCR #jw12
  27. 27. Questions?" Download the report for free at: ""Please consider joining TheCR Network: http://community- " @rhappe @TheCR #jw12 Twitter