Bastian Unterberg is the founder and CEO of Jovoto, a Berlin-based platform that enables global brands and enterprise businesses to solve design and innovation challenges – ranging from new product design to sustainable architecture – with a community of over 60,000 creative professionals. In 2013, Wiley published Bastian’s book, “Crowdstorm – The Future of Innovation, Ideas and Problem Solving”. Crowdstorm delves deep into the methodology Jovoto uses, and is an insightful read for anyone working with creative communities and crowdsourcing initiatives.
I met Bastian at Crowdsourcing Week 2015 in Brussels and was impressed with Jovoto on multiple fronts: the quality of brands that were sponsoring projects (Starbucks, Adidas, Coke), the commitment by Jovoto to engage and compensate their community, and the way that Jovoto encourages the community of creatives to lead crowdstorm projects – including solution selection and distribution of award funds.
This interview is the culmination of ongoing conversations I’ve had with Bastian since meeting him last fall in Brussels.
Q: What motivated you to start jovoto?
BU: “Towards the end of my studies at the University of Arts in Berlin I was asking myself “What’s next, how do I want to work?” Looking at various verticals across creative industries, I realized that most work environments available to me did not match my DNA and understanding about how I want to work. So much amazing talent leaves university to face a world that simply does not nurture them or help them reach their full creative potential.
Hierarchy, politics, poor feedback culture – these are some of the factors in traditional creative work environments that suppress rather than nurture creativity. And this is something that I wanted to change for myself, for my graduating classmates, and for others around the world who were looking to break free from the traditional agency model.”
Q: The concept of community is core to jovoto’s business. Can you talk about the type of people who make up the community and what motivates them to participate?
BU: “We know that by embracing the concept of community, the majority of our creatives prefer to work on jovoto rather than elsewhere. To my knowledge, there are no other open innovation platforms that listens, supports, and nurtures their community to the extent that we do.
The jovoto community consists of creatives from all over the world who value their freedom to work from wherever they are, whenever they want and with whom they find interesting. They are highly independent and rely on feedback to develop and improve. They are open to collaboration and are not afraid of working with others when they see they lack certain skills to make their ideas as good as possible. They don’t rely on one skill but are rather interdisciplinary and great problem solvers in general.
What motivates them? Our community is motivated to participate on jovoto by many factors, but what might come surprising to many, is that earning money isn’t at the top of the list for most of them. For some it is the chance to work with great global brands on interesting tasks, for others it is the learning they get through collaboration and feedback, and then of course there are always those motivated by prize money.”
Q: There is an unusually high level of collaboration amongst community members. How did you go about building a strong community culture that values quality and contribution?
BU: “Open innovation naturally attracts a certain type of creative who are more likely to engage in collaboration in a different way. To nurture this even more, we reward certain behaviours that creates the culture which we want. Creatives who collaborate with and give great feedback to others, have opportunities to win special awards. We also have a team of creative guides who know the client and the community who also give feedback on ideas, as well as support and encourage the creatives. All of this contributes to the unique and supportive culture within our community.”
Q: Why is social impact important to you? Can you describe some of the global projects jovoto has hosted that have made a positive impact in the world?
BU: “One of the things you can observe on jovoto, is how creativity and mass-collaboration is an powerful tool to affect positive change.
I’m pretty proud of our track record in hosting important projects that will help make the world a better place. From the $300 House challenge, crowdstorming low-cost irrigation solutions for farmers in India, and the universal logo for human rights.
Last year, our most successful campaign was with Greenpeace, to put come up with campaign material to help put pressure on McDonald’s to stop their use of GM feed in poultry. The campaign was a success; McDonald’s in Germany announced in 2015 that they would stop using GM!
Corruption is another issue on the top of everyone’s list right now with the recent news about the Panama Papers. One of the ways we are engaging in the global fight to end corruption is by collaborating with Transparency International, and supporting the work that they do by helping to spread the word against grand corruption.
One of the reasons crowdstorming works in all of these cases, is that not only do projects promoting positive-impact projects tend to have a high engagement rate on the jovoto platform, but creatives participating also tend to spread the word off the platform, gaining even more visibility for important projects. It is a win-win-win situation for everyone. The creatives participating who can contribute their time and creativity to important projects, the organizations we work with who get great ideas, and for social and environmental impact.”
Q: You’ve said that you want to grow jovoto to the point that creatives could actually make a living solely from the platform. How close are you to achieving this vision and what will it take?
BU: “We aren’t far off, actually. Just this month, our top-earner took home €11,000 EUR (over $12,000 USD).
As more and more young people are looking to alternative forms of work, and more and more global business are looking to the future and to open innovation, the chances happening are already helping establish this new reality.
For jovoto, it is about supporting the best talent working on our platform, to reach new levels of greatness. We give creatives the chance to grow and learn and reward outstanding creative work. If you’re really good on jovoto, you can climb the creative ladder, with more invites to even more projects, some with guaranteed payment for participation. The more great clients we have, the more opportunities we can provide to creatives, and the securities we can offer scale.”
Q: What is your advice for those seeking to pursue a path of self employment through platforms like jovoto?
BU: “The first step is simply to participate! Submit ideas, give others feedback, and find other creatives to collaborate with.
The creatives that succeed on jovoto are usually creatives that give and listen to feedback, are genuinely helpful and supportive and engage with others. It’s an open innovation process so the more open you are, the more successful you are.”
Jovoto is a client of Structure3C.
“…people’s identification of, and intention to pursue, particular highly valued, overarching life goals.” (Steger & Dik, 2010).
a.k.a. “Your reason for getting up in the morning.”
Bryan Dik PhD – Professor of Psychology at Colorado State & Cofounder of Jobzology
The Fine Line Between Engagement & Manipulation
Growthhacking, gamification, content snacks and personalization. Your feed is overflowing with tricks, hacks and best practices to “drive engagement”. The best of these techniques tap into a member’s intrinsic motivation to trigger participation, the worst rely on psychological tricks and negative emotional responses.
What if there was a way to create sustained engagement in communities and collaborative experiences that harnessed genuine motivation and strove for positive outcomes for participants? Through my work as a Fellow with Life Reimagined, I have (with my team of Fellows) developed an approach that taps into the power of purpose to drive community engagement.
As Community Architects (and Builders, Managers, Hosts, etc), we’ve always known that we needed to define a community’s purpose as part of strategic development, but we generally haven’t paid much attention to the role of purpose for community participants. Tactical goals in the context of a community experience, yes. Thinking about the community member as a “whole person” with a life beyond your community? Let’s be honest – rarely.
Our community experiences today are largely designed around the limitations of the platform we choose to grow our communities on. Content (posts and messages) is typically the most dynamic element, followed by algorithmically-driven “streams”. Reputation elements develop over time and are helpful to make judgements about the value of content and contributors, but it is hard to say any given community experience truly evolves. On the whole, the Community experiences are surprisingly static.
There is opportunity for improvement here. Looking at Communities through the lens of Maslow’s Hierarchy of Needs, you can make a case that online communities support many of the needs that Abraham Maslow describes in his model, especially 1.) Belonging (through social connections), and 2.) Esteem (through participation and the advancement through reputation system). The missing ingredient has been the proverbial top of the pyramid: Self-Actualization.
What might happen if the community and collaborative experiences we designed supported the discovery, refinement and actualization of a person’s purpose?
Next, think about what a community might look like if the host organization was actively refining and expressing its purpose through community interactions. As an example: If a software company’s purpose is to empower the world through digital design software, you could imagine community activities going well beyond break/ fix support forums and into eduction, skills mentoring and specific efforts to reach people in the developing world and the associated technological challenges. The host organization evolves from an authoritarian role to become a responsive partner in co-development.
Early Development of the Purpose Model – In Flight Now
In November of 2015, I was honored to be chosen as part of the inaugural Rand Fellows with the Life Reimagined Institute. I was asked to be team leader and had the opportunity to work with Bryan Dik, Brooke Erol and Roberta Taylor on my team. Our team was mentored by an amazing group of thought leaders, including Richard Leider, Alan Weber (co-founder of Fast Company) and Dr. Janet Taylor. The goal of my team was to create community-based programs that help people discover, refine and express their purpose. My team of fellows is in the middle of a pilot and research project that lasts through the end of July to study the best ways to help our community of participants discover, refine and express purpose through their work. Our team took the Life Reimagined process (shown in the graphic below) and mapped community activities to each stage to come up with the needed content and features for our pilot community program.
Meaningful Results Beyond Engagement
One of the most incredible outcomes of our pilot program was that we saw significant improvement in 12 of 20 psychosocial variables that we measured in our participants. Specifically, we saw large gains in feelings of Happiness, Resilience, Presence of Meaning, and Career Decision Self-Efficacy. We also saw reductions in feelings of Loneliness and Depression in participants.
We are in the early days of developing a model for Purpose-Driven Communities but we are already seeing impactful results from our studies. The Purpose-based model I’ve described doesn’t exist in the wild (yet), but the time to consider the implications and possibilities is now if you want your organization’s community to evolve beyond static growth, low engagement and specious results & impact . There are many positive and disruptive implications of the model – I’ve highlighted a few below.
- Shared Purpose of Community
- Hosts will have to clearly state the purpose of their community, as well as help individual community members define, refine and express their purpose in the community experience. The development of a “Purpose Model” is required.
- Purpose Expressed in Community Leadership and Actions (Member)
- Once the “Purpose Model” is created, more effective Member journeys, reputation and roles can be developed that align near term activities with longer-term accomplishments.
- Evolving Role of Community Manager
- Once the language of Purpose is understood in a community, and once members and hosts can share their purpose (via statements / profile), the Community Manager can play a critical role of connecting members with the content, people and activities they need to actualize the member’s purpose.
- A New System of Context & Feedback Loops (Platform)
- New tools will need to be developed to facilitate purpose discovery, and to drive the community experience through context (activity streams, member matching & networking, journey models) and feedback loops (based on activity).
- Federated Communities
- The expression of an individual’s purpose is a large and complex topic. It is unlikely that any one community or organization can fully support the breadth of an individual’s need. Complimentary communities have an opportunity to partner around customer types and segments to offer experiences that support purpose. We will begin to see examples of Federated Communities as an alternative to mass social networks in the next 12-24. Powering these Community Federations with Purpose will be a game changer.
Creating a Purpose-driven model for communities will be a break through in performance, engagement and impact for many organizations. This new model will create the canvas for life-long relationships that are based on mutually beneficial outcomes for the host and member. Community platforms, programs and roles will need to evolve to realize the full value of the model.
I will continue to research and write about the Purpose-driven Community Model as part of my ongoing #NetworkThinking series. To stay up to date, subscribe to my newsletter here.
I’m currently working a select list of clients to build amazing communities. If you would like to schedule some time to talk about how I can help, email@example.com.
Community Manager Appreciation Day, for me, is an opportunity to reflect on where we’ve been as a practice and as a formative industry, and where we are going.
There are vibrant & global conversations happening today and that makes me very happy. As someone who has invested most of their career building online (and offline) communities, it is encouraging to see the “tribe” come together for the day.
On the other hand, it occurs to me that the practice of building and managing online communities is in a critical place. With all the progress, we still have miles to go.
Consider other professions of practice: Imagine if Doctors didn’t agree on foundational concepts and definitions? Imagine if Architects didn’t agree on measurements and scales? Imagine if Musicians allowed themselves to be constrained by the theory they learned at university. I could go on – you get the idea.
Further, online communities as we know them are in a state of evolution: the needs and desires of the typical online “member” are changing; hosted platforms, social networks, mobile apps and in person gatherings are pushing the experience and identity of a community to the point of being ethereal and organizations that host communities are scrambling to make sense.
In short: What got us here won’t (fully) get us where we need to go.
Next year, what advances should we strive for in the industry and the practice of building online communities? I would love to hear your thoughts.
I got my start building online communities in 1999 with the launch of TechRepublic.com. We grew from a cold start of 0 to 2 Million members in less than 2 years before being acquired by Gartner – it was an insane ride.
I was first asked the question of (more or less) “What makes a thriving community” during the first few months of our growth, and frankly, I didn’t have a good answer at the time. I was primarily focused on designing the site, rolling out new features (like one of the first peer networks in the space), and tweaking architecture. One night when we were working on what was essentially a Social Q&A feature, I checked into our forums to look for inspiration and ideas around how people typically ask technical questions. What I stumbled into was an exchange in the forums about configuring Windows NT for a very specific enterprise environment. Probably 100 in the entire world were capable of having a meaningful conversation about this topic, and we had attracted 10 of this. For TechRepublic at that time, a thriving community meant attracting the most knowledgeable IT Pros in the world, and incentivizing them to share and participate.
I’ve asked myself the “what makes a thriving community” a lot over the years, especially when my practice takes me into a new domain. What worked at TechRepublic in ’99 and Autodesk in 2001 wasn’t necessarily the same criteria for the large NPO communities and collaboration spaces we did at Forum One, or even the range of communities we built and nurtured at Dell.
I was asked to think about the question again last week, and I put together the following list. Given where brands generally are with their social and community efforts, I feel like this is a good and succinct list – by no means comprehensive – but directionally correct.
Attributes of Thriving Communities
|Attribute||What it looks like to host:||What it looks like to member:|
|Shared Value||Business value in the form of answers, content, connection, expertise, & advocacy.||Value in the form of answers, content, connection, expertise & access.|
|Shared Identity||Members rally around, inhabit, and shape community brand.||Helps birth and shape community brand.|
|Vibrant Participation||Visible, regular and quality member participation and contribution.||Regular Host presence, contribution and facilitation.|
|Community Leadership||Defined rank and reputation model; extending management to members.||Meaningful ranks and status; clear paths to achievement and privileges.|
|Quality Content||Content base growing and evolving to most valuable state.||Contribution, curation and feedback to evolve content quality.|
|Expertise||Community attracts and develops SMEs.||SMEs from host are regular community participants; opportunity to learn & develop.|
|Culture of Trust||Culture of openness and civility. Members air grievances respectfully.||Feel connected to host, part of governance & free to provide critical feedback.|
|Elegant Experience||Mature community & social tools, fantastic UX, committed roadmap.||Easy to participate and contribute, needs-driven features.|
|Growth & Responsiveness||Base follows growth curve of brand / product. Base guides features & policy.||Steady influx of new & quality members, participation in community governance.|
What would you add?
Join me next Wednesday, February 1st, in San Francisco for the “Community Secret Sauce” panel discussion. The event is part of the #OCTribe meetup series that Susan Tenby hosts, and these events are always a fun and informative time.
Joining me will be Thor Muller from Get Satisfaction, Rachel Luxemburg from Adobe and Gail Ann Williams from Salon.com & The Well. We will each be sharing “Secret Sauce” examples for online community success. The first part of the discussion will be panel-based, then we will shift gears and solicit the best secret sauce ingredients from the participants in the session. Our goal is to walk away from the evening with a nice list of ingredients for Community Managers and Strategists to use in their day to day practice.
More details on the #OCTribe Meetup site: RSVP here (Registration Required).
Today was the third annual Community Manager’s Appreciation Day, or #CMAD. The intention of #CMAD is to raise awareness about the role of the Community Manager, and to recognize the hard working women and men who support this role for their organizations. Jeremiah Owyang originally proposed the idea for #CMAD, and has been very active in evangelizing and supporting it since launching 3 years ago.
I was had the privilege of joining Connie Bensen, a colleague on the Dell Community team, for a fantastic Google+ hangout today to talk about the evolving role of the Community Managers. the following folks participated and the video follows below:
+Bill Johnston, Director of Global Online Community, Dell; <that’s me 🙂
+Jeremiah Owyang, Partner, Altimeter;
+Connie Bensen, Sr. Manager Community, Dell;
+Lionel Menchaca, Chief Blogger, Dell;
+Amy Muller, Chief Community Officer & Co-Founder, Get Satisfaction;
+Mark Harrison, Community Manager, Google Earth & SketchUp;
+Patrick O’Keefe, Author of Managing Online Forums / iFroggy Networks;
+Jim Storer, Principal/Founder of The Community Roundtable; and
+Vanessa DiMauro, CEO, Leader Networks.
Based on the G+ hangout, and subsequent conversations, I was encouraged by a number of things today:
- The global community of community managers is alive and well. I saw hundreds of CM’s participating in the #CMAD hashtag via twitter and on Google+, and had Community Managers from all over the world reach out today.
- The spirit of the day was generous and inclusive, with lots of shouts out to CMs all over the world.
- The day surfaced a lot of great questions that the industry is struggling with, including where and how the Community Manager role (and related team roles) should evolve, how community management changes by online touchpoint, and how to deal with burnout in a very high-touch and sometimes emotional role.
My key hopes for next year (#CMAD 2013):
- That there is a more integrated approach to Community-building, as part of most organization’s social business efforts. Specifically, I hope that Community Management is seen as a role, as well as an intention (to form and nurture a network of relationships).
- That we (as a community) will have developed mature social team structures, with specific roles and resources, robust enough to support a range organization types.
- That we will see rich and diverse educational opportunities for Community Managers (and other social team members), coupled with mentoring opportunities.
As someone who has championed the value of Online Community building for most of my career (at least the last 12 years of it), I am very proud of where we are as an industry… but I also feel that we have much work ahead to fully realize the opportunities that online communities present to our respective organizations and stakeholders. I look forward to continuing the conversation with you all every day, including Community Managers Appreciate Day 2013.
Online Communities: Thriving in the Economic Downturn Webinar
A FREE webinar sponsored by Forum One Networks
May 7, 2009 @ 11:00 am PDT
Register here: http://thrivesurvive-rpm.eventbrite.com
The economy is in a state of flux, but interest in and use of online communities and social media has never been higher. Hear from a panel of experienced community executives about how they are guiding their community-based businesses through the economic challenges, and hear about the opportunities they see on the horizon.
I’ll be leading an incredible panel that includes Thor Muller of Satisfaction, Chris Kenton of SocialRep and Scott Wilder of Intuit for an in-depth discussion around social media and online community strategies and tactics for surviving and thriving in the economic downturn. Session highlights will include:
– Buffalo culture as a new metaphor for your online business
– How stakeholder attitudes are changing in light of economic pressures
– Why solid community engagement strategies have never been more important (or valuable)
– Rethinking “ROI”
– Advice on how to navigate the downturn
– Budget & staffing implications during the downturn
Please note: Attendance is limited to 200 people. Register early to reserve your spot!
Thor Muller – CEO & Co-founder, Satisfaction
Thor Muller is CEO & Co-founder of Satisfaction, a startup delivering “people-powered customer service for absolutely everything.”
He is also the co-founder and former Managing Director of Rubyred Labs, a San Francisco-based web apps firm. Since its founding in 2005, Rubyred has developed social software for a range of startups and leading portals.
Prior to Rubyred, Thor was a first generation Web entrepreneur, creating Web success stories for companies such as Yahoo, Dell, Bank of America, Intel, Virgin Records, Fujitsu, Discovery Channel, and Sony. In 1995, he started and ran one of the early Web development boutiques, Prophet Communications, later acquired by Frog Design where he served as VP Digital Media. He subsequently founded Trapezo, a venture-funded company that made Web software for syndicating content, acquired by Perfect Commerce in 2002.
Christopher Kenton – CEO & Founder, SocialRep
Christopher Kenton is founder and CEO of the enterprise social media SaaS startup SocialRep, and cofounder and consulting partner at MotiveLab a social media marketing agency. Chris was formerly Senior Vice President of Corporate Strategy at the Chief Marketing Officer’s (CMO) Council, and its corporate parent, the international PR firm GlobalFluency, where he managed global business development, client consulting services and program development for business communities including the CMO Council, the Business Performance Management (BPM) Forum and the Forum to Advance the Mobile Experience (FAME).
With an extensive background in strategic marketing and software development, Chris specializes in market development, competitive positioning, marketing effectiveness and measurement, with a special emphasis on marketing technology and social media.
Scott K. Wilder, Group Manager, Intuit
Scott K. Wilder is currently the Group Manager of Intuit’s QuickBooks Online Community and User-Collaboration Web site. Previously, he served as Vice President of Marketing and Product Development at KBtoys.com and eToys. He also has held numerous senior management positions at America Online, Apple Computer, Borders.com, and American Express. While working at America Online, Scott helped create the first Web-based online advertisement and commercial Web site. Wilder has a Master degrees from The Johns Hopkins University, The New York University Leonard Stern School of Business and Georgetown University’s Leadership Coaching Program.