Tagged: social networking

Building Modern Communities #SwarmConf

I was honored to be asked to keynote the SWARM Community Managers Conference in Sydney this week, hosted by conference Co-Founders Alison Michalk and Venessa Paech. The conference featured a range of topics and an impressive group of expert practitioners sharing their views on Community building.

My keynote focused on the need for a modern approach to community building in response to the accelerating change and disruption driven by exponential technologies. I’ve summarized the talk below and included the full deck at the bottom of the post.

Exponential Technologies and the Missing Human Dimension

Exponential Technologies are defined as technologies that are on a growth curve of power and speed are doubling annually, or the cost is dropping in half annually. Further, these technologies interact in a combinatorial way to create disruptive change and opportunity. Futurists Frank Diana and Gerd Leonhard do an amazing job of unpacking this concept on this recent podcast.

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Image Source & Concept: Frank Diana

Online Communities are poised to have a break through moment if we, as community builders, can blaze the trail.

There are several trends converging to support this approach:

  • Many organizations are experiencing a social media hangover and are actively exploring the possibilities of hosting their networks and communities;
  • Research is showing that network-building and platform building activities are a path for organizations towards resilience and growth;
  • We know online communities can generate significant and varied forms of value, and that connected customers are typically more valuable.

A New Approach to Community Building

A new and comprehensive approach to online communities can create a path forward through the change being driven by exponential technologies. The key factors, as I see them:

  1. Leadership that prioritizes learning over labor;
  2. Community experiences that are powered by purpose;
  3. A move beyond destinations to community ecosystems;
  4. Community presence across contextual interfaces;

1. Shifting Leadership Mindsets
To create the environment for Communities to be successful, leaders within organizations have to shift from a primary focus on Scalable Efficiency (Fixed Mindset) to a focus on Scalable Learning (Growth Mindset). Scalable efficiency is all about defined roles, repeatable processes and limited experimentation. This works well in a static environment but works poorly in a dynamic one. A focus on experimentation, learning and evolution creates the opportunity to adapt to changing conditions and shifts the role of community from one of cost-savings to one of value-creation.

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2. Purpose-powered Communities

As Community Builders, 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. Further, an emerging body of research (including my own primary research) has shown that helping community members discover, refine and actualize their purpose can create truly extraordinary outcomes and high levels of engagement.
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3. Developing Community Ecosystems

Developing a community ecosystem, to date, has typically involved bolting on a handful of social channels to a hosted community strategy. A number of new opportunities have emerged to explore in-person experiences, community partnerships and mastermind-style engagements (to name a few).
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4. Interfaces into Community
Perhaps one of the most interesting opportunities is to think about the expression of your community across a range of interfaces. In-product experiences are going to be particularly valuable. As an example, Aatif Awan, VP of Growth at LinkedIn stated that “Product integrations with Microsoft are the biggest growth opportunity” for LinkedIn.

Community Interfaces

Community Builders as Architects of the Exponential Experience

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Full slide deck here:

The Customer Community

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Image © Leigh Prather

The last few years have seen big brands make extraordinary investments in developing massive “digital transformation” and social media programs. On one hand, these programs have yielded moments of customer connection, advocacy and insight. Unfortunately, for the majority of programs reliant on mass social platforms like facebook and twitter, organic reach has dropped effectively to 0 and companies are now forced to pay to engage sporadically with the “audiences” they worked so hard to build. Companies now realize they have been renting their customer communities on social platforms.
 
The alternative to social media campaigns and digital transformation theatrics? Developing Customer communities. Specifically, online Customer communities that companies build, host and manage. Customer communities hold the key to Customer acquisition, retention and growth. Further, communities can be a catalyst for development and innovation, and will be critical to future business models. Below I explore the opportunity for Customer community in three key Corporate areas: Brand, Product and Strategy.

Community is the Fabric of Brand

What is the nature and value of brand in a hyper-connected world? A recent HBR article asserts that the collective value of  Customer relationships is outstripping the value of “brand. markables_relatoinship The authors of the article nail the point that Customer relationships are incredibly valuable, but may have missed an opportunity to explore the effect of the customer community as a brand asset & catalyst — the line between brand and relationship isn’t as crisp as the authors imply. Further, I would assert that the “network” of relationships represented by the collective customer base of a company is a manifestation of brand, every bit as important and as valuable as the components of brand identity. My primary research and experience has shown connected customers (via community and social) are more valuable than those that aren’t. Third party research by Deloitte has shown that Networked companies (“Network Operators”) perform better, live longer, and are more valuable. All of these points are are vectoring towards a new opportunity and a new frontier in business: Community-Centric Customer Experience — an approach to customer experience design and business strategy that not only strengthens the Company to Customer relationship (1:1), but also strengthens and develops the Customer to Customers & Company relationship (1:Many, a.k.a. the “Community”). and considers development of the Community the primary .

Communities Will Infuse Product

Customer communities are an essential part of most technology products now. At the very least, online support forums are expected as part of the offering (more on that in a bit). Many companies are experimenting with customer communities as a means to raise product awareness, convert trial customers and retain existing customers. A radical new business opportunity is emerging where the community (both the people and the platform) are the actual product. Purchases are artifacts or a gateway into the community experience, and the real “product” is the collective experience, knowledge, content and means of collaboration with the community. There are many early examples in the gaming world, from MMOG’s like World of Warcraft to the new “build and explore” virtual worlds like Roblox. Software companies are attempting to build communities that address the “whole customer”, and focus on experiences well outside of product support. Adobe (Behance), Autodesk (Instructables, Fusion360, AREA), Intuit (OWN It) and Sephora (Beauty Talk) are actively investing in the community space.

Opening the Aperture on Strategy

There is an unfortunate tendency to view Customer communities as “cost saving” vs “value producing”. This thinking leads to strategies and outcomes that fail to realize the full value of customer communities, and is rooted in a long standing dependence by some companies on customer support communities. In extreme examples, this sort of strategy breeds resentment with valuable customers and leads to a dangerous dependence on an unsustainable resource. When the Corporate mindset shifts to “value producing”, the aperture of community strategy widens to a rich set of possibilities: community advocacy programs, open innovation, peer to peer mentoring, complex content sharing, customer co-design and much more.

Moving forward, Customer communities will be the medium by which value is co-created and exchanged between Companies and customers. To have any chance of long term success with Customer communities, mindsets have to evolve beyond a fixation on cost savings to a more enlightened view of communities as a valuable catalyst for innovation and growth.

The Bottom Line:

Customer communities are the “fabric of brand”, the medium in which the network of customer & company relationships develops and thrives. Companies that create modern communities with their customers will be more innovative, realize more value and have more resilient businesses than their competitors who don’t.

Evolving to Social Business (and beyond)

Most organizations are well into the process of incorporating social media into their day to day business – and many are starting to wrestle with the challenges and opportunities of being “social” over the long haul: the resource commitment, the necessary changes in leadership and culture, and the responsibility to engage in  conversation, collaboration and community with customers, prospects, partners, employees and other stakeholders.

Many rubrics have emerged over the last few years to try and provide a context for the transformational phenomenon that is partially expressed by social media: Enterprise 2.0, Open Leadership, Social CRM, Social Business… the list goes on. By listing these terms, I don’t mean to dismiss any of them. I like and find value in all of the concepts I’ve listed – I love Charlene Li’s book “Open Leadership“, and find a lof of value in the recent discussions about Social Business, especially Stowe Boyd’s writing on the subject, and particulalrly, his defintion:

“A social business is an organization designed consciously around sociality and social tools, as a response to a changed world and the emergence of the social web, including social media, social networks, and a long list of other advances.”

With all of the good thinking and conversation happening around the topic of business transformation via “social”, I do feel like we are all describing different parts of the same elephant. I would propose the larger context – and the north star – for social initiatives is really about Sustainable Business. Think more Senge’sThe Necessary Revolution” than Open Leadership (which is still important, but a component).

A Sustainable Business (or organization) is a business that creates generative (net-positive) value in the form of:

  • Social Capital – Stakeholders are engaged and help shape the business, products and policies.
  • Financial Capital – The business is profitable.
  • Ecological Capital – The business has a net-positive impact on the ecological resources it uses.

How does “social” fit in to the concept of Sustainable Business? At least 3 key ways (and there are many more, this is a big topic).

  1. Stakeholder Engagement: Connecting to customers, prospects partners and employees has never been easier or more impactful than today, via social technology. Social media, online community and collaboration tools offer a high bandwidth and near-real time opportunity to communicate, discuss and share. Further, managed properly, social tools allow organizations to communicate and manage relationships at scale.
  2. Leadership and Culture Change: The process of adopting social tools, like hosting an online community or offering support via Twitter, is a forcing function for culture change in an organization. Business culture has to evolve to have an honest dialog with customers and prospects, and leadership has to support this honest dialog, or the investment in social tools won’t pay off.
  3. “Social” is Generative Asset: This is the key point – social sites, online communities and collaboration spaces, when done correctly, produce net-positive value in the form social and financial capital. Claiming ecological capital is a bit of a stretch here, but one could argue that the impact of conversations and  collaboration online vs. in-person favors online from a positive impact perspective.

In short, I’m proposing that we collectively acknowledge that there is a larger and more important context for the activities we generally refer to as social media, that the call to action around leadership and culture change is rooted in creating sustainable businesses, and that the term “Sustainable Business” may be a more helpful way to describe the macro trend we are collectively involved in.

I would love to hear what you think, and discuss via comments.

Next Online Community Roundtable: 12/16 at Yahoo!

The next Online Community Roundtable is Thursday, December 16th, at Yahoo! in Sunnyvale, CA.

I’ve been hosting the Roundtables since July of 2005, gathering community and social media strategists to discuss real world problems, opportunities and techniques to create successful social strategies.

The format is conversational – the first hour is social, and the next 2 hours are a facilitated discussion about topics the group surfaces during the social hour.

If you work in the online community field and are in the neighborhood on the 16th, I encourage you to join us.

Please RSVP here:
http://www.facebook.com/event.php?eid=170458606318864

Back to Basics: The Community Strategy Team & Goal Definition

This post is part of an ongoing series about developing an online community strategy. As a reminder, all posts will be tagged #ocb2b

Define Business Goals and Objectives
As I mentioned in my previous post, the recommended first step in developing (or refining) your organization’s online community strategy is to answer the question: What are you, as an organization, trying to accomplish? I acknowledge that this is a simple, but loaded, question. Answering the question of Organization intention is 1/2 of the equation for a successful community strategy. The other half of the equation is understanding community member’s needs and predisposition, which I cover in the next post in the strategy series.

Generally, an executive taps a strategy lead to help develop online community initiatives at an organization. In some cases, the strategy lead actually rises out of the ranks to propose direction to the executives. In both cases, there are two essential roles:

  • Sponsoring Executive: The C-level or SVP that is the champion of community & social media in the C-suite. This is often the CMO, the VP of Marketing, or VP of Support.
  • Strategy Lead: The person charged with directing strategy development from kickoff through launch or annual engagement planning.
  • Said another way: The Sponsoring Exec has the financial and political capital to fund the community initiative, and the Strategy Lead executes research and planning necessary to create the community strategy.

    Next, the Strategy Lead forms a core team to facilitate discussion with the extended stakeholders around the following topics:

    • the intention in engaging the community;
    • the potential value the organization hopes to create for itself and its customers;
    • the risk associated with engaging, including worst case scenarios;
    • the overhead, including headcount, budgets and staff time;
    • the level of readiness to participate, and the required culture change to be successful
    • Identifying and Engaging Internal Stakeholders
      The current definition of stakeholder on wikipedia describes the role of stakeholder as “… a party that affects or can be affected by the actions of the business as a whole.” Given the inclusive nature of many social media and community efforts, an argument could be made that everyone in the company is a stakeholder in the strategy, and in a sense, that is true. In order to actually get work done, you need to trim the list a bit, down to relevant and representative stakeholders that represent key roles and departments affected by, or expected to contribute resources to the community.

      A list of likely internal stakeholders includes:

      • Marketing: Representatives from brand, field and demand generation;
      • Web Team: User experience, analytics, content and technical / development resources;
      • Product: Product management, product marketing;
      • Support: The manager of any existing support forums, knowledgeable, as potentially a representative from technical writing;
      • HR: HR representatives to help develop participating policies and guidelines;
      • Legal: to develop policies and guidelines, as well as terms of use;
      • Process: Kickoff, Work Sessions, Interviews and Synthesis
        So, how does all of this actually come together? I’ve used the following process on the job at my former employer Autodesk, as well as in our services practice here at Forum One. The process starts with a kickoff meeting, continues with individual interviews with key stakeholders, includes follow up working sessions with a core team, and concludes with analysis and synthesis of all of the inputs by the Strategy Lead.

        Kickoff: A meeting is convened by the Strategy Lead, and usually includes the Executive sponsor as well as key internal stakeholders. The group is generally no more than 5-7 people. The kickoff usually lasts 2-3 hours, and covers:

        • Project scope, participant roles, and communication protocols;
        • Review of the current state of online community and social media activities (if any);
        • Discussion of potential goals for the community strategy, related to organization’s mission and annual goals;
        • Potential sources of value from online community engagement, including qualitative and quantitative measurements;
        • Recent customer research and/or feedback;
        • Existing customer community touchpoints & activities (blogs, facebooks groups, etc)
        • Possible Inluencers / Lead users in the community ecosystem (bloggers, Twitter pundits, etc)
        • Discussion of additional stakeholders to involve;
        • Discussion of potential risks;
        • Stakeholder Interviews:
          After the kickoff, interviews with key stakeholders are held to take a deeper dive in to the questions explored in the kickoff meeting, and also to give the stakeholder “airtime” to state requirements, explore ideas and express concerns. The interviews can be done face to face or over the phone, generally last between 30-45 minutes, and are conducted by an interviewer, with backup by a note-taker. Depending on the size of the extended stakeholder pool and the complexity of the project, I generally try to do at least 8 stakeholder interviews. As an augmentation to the in person interviews, I’ve also done an online survey for stakeholders that is based on the interview script. This is a good way to reach a wider audience and get a large set of quantitative and qualitative data.

          Work Sessions:
          In addition to the kickoff, there are generally 1-3 work sessions to review and refine key points from the discussion in the kickoff meeting. These additional working sessions are a great place for brainstorming potential community features and engagements, and to discuss examples of online community and social media from competitors, leaders in the industry, or shiny object examples outside of your industry. The outputs of the work sessions are analyzed in the Synthesis phase.

          Synthesis:
          The outputs of the kickoff, working sessions and stakeholder interviews are analyzed by the Strategy Lead, and summarized in to a working strategy brief (typically a word doc). The key elements of the brief generally include:

          • A statement of purpose or intention for the online community strategy;
          • Business goals for the online community initiative, ideally showing support of organizational mission and goals, and with initial metrics of success;
          • Key findings from the stakeholder interviews (which will have informed, and ideally support, the two points above)

          • Next Up: Member Needs Analysis

            As I mentioned at the beginning of the post, the Organization’s goals are half of the equation for a successful community strategy. The other half is obviously assessing the needs and predisposition of the community. In the next post in the series, I will talk about how to find and solicit feedback from potential (or current) community members, and what to do with that information.

            Posted via web from Social Architect

            Next Online Community Roundtable: July 8th – Washington DC

            Are you a community manager or social media strategist or are you in charge of online community & social media at your organization? Are you in the Washington DC Area?

            If so, you might find the Online Community Roundtable of interest. This is a small networking group / event that meets regularly to discuss issues, opportunities and trends with online communities, and represents leading organizations (large and small). This will be our first meeting in the DC area, and I’m very excited to be “taking the show” to the east coast.

            The format is an hour of networking, followed by two hours of presentation and discussion about online communities and social media. The Roundtable is free, but you need to RSVP.

            Date: Wednesday, July 8, 2009
            Time: 6:00pm – 9:00pm
            Location: Center for Global Development
            Street: 1800 Massachusetts Ave NW
            City/Town: Washington, DC

            You must RSVP to attend:
            http://www.facebook.com/event.php?eid=128815474008#/event.php?eid=128815474008
            Please note: even if you don’t have a Facebook account, you can still rsvp to the event.

            If you have any questions, please email me .