The latest version of the Collaborative Economy Honeycomb – visualizing the industries showing meaningful growth and / or activity – has been released on Jeremiah Owyang’s blog.
The new version adds 6 new industries:
- Health & Wellness
- Corporate (Platforms)
You can get multiple versions of the Honeycomb file, a directory of all the businesses in the Honeycomb, and a deeper overview on Jeremiah’s blog post.
Digital Content & Tools?
One cell that I was hoping to see added this time around was Digital Content – maybe “Digital Things”. There are a growing number of communities and networks of people exchanging the digital files, knowledge and expertise needed to make physical goods. Expect these networks and communities of makers, tinkerers, hackers and artists go more mainstream as more people become inspired by the Maker movement and the ease of use for the software and hardware tools becomes better.
As I’ve mentioned in previous posts, I do think the Collaborative Economy is a real and emerging force, poised to disrupt existing brands and create many new ones. Tools like the Honeycomb help capture a snapshot of the current state of a complex system – Thanks to Jeremiah for continuing to analyze, capture and help make meaning from all the activity in the space.
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).
- The definition of social media strategy;
- The current scope of community and social media efforts;
- The current state of strategy development;
- The process organizations are using to develop strategy;
- Ownership and governance of social strategy;
- The biggest challenges that executives and teams are facing
Last Friday, Jeremiah Owyang had a simple question: Is there a national day recognizing the work of Community Managers? The question spawned a conversation, which spawned a proposal for the day of recognition:
That day is today. Happy Community Manager Appreciation Day!
Every fourth Monday in January will be Community Manager Appreciation Day.
Community Managers have a challenging and exciting role. One the one hand, they are called on to be the personification of their organization to the online communities that they manage. One the other hand, they are also charged with being the advocate for the community back to the organization. Sort of like a benevolent double agent 🙂 The role of the community manager is evolving quickly as well, and we are starting to see the “swiss army knife” aspects of the role mature in to distinct roles on the community team: community product manager, moderator, internal community manager, social media manager, social ux designer, and many more disciplines.
We should take time to celebrate the folks doing the hands on work of shaping, supporting and nurturing online communities.
Background about Community Manager Appreciation Day from Jeremiah’s blog:
Now, Recognize A Community Manager, Every 4th Monday of JanuaryWhile we agree with common manners to always thank someone after they’ve helped you, just take a moment to pause.. and think. Why would someone willingly go through the above mentioned challenges? Because of their passion to improve the company, and help customers have a better relationship. In many cases, a genuine ‘thank you’ can mean more than a yearly customer satisfaction survey. Take the time to recognize and thank the community manager that may have helped you while you during your time of need.If you’re a customer, and your problem was solved by a community manager be sure to thank them in the medium that helped you in. Use the hashtag #CMAD.If you’re a colleague with community manager, take the time to understand their passion to improve the customer –and company experience. Copy their boss.If you’re a community manager, stop and breathe for a second, and know that you’re appreciated. Hug your family.This isn’t just about a single role, but a bigger trend of making product and services more efficient, and thereby our world a little bit more efficient and sustainable.
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:
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:
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:
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:
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.
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.
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:
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.
The topic of online community strategy is one of the things that occupies a large chunk of my mental cycles. I’ve written about a pretty basic process and framework a few times over the years, and I think the baseline concepts have held up well. You can read a couple of relatively recent posts here (I’d love to hear your thoughts):
How to Develop a Community Strategy
Holistic Community Strategy
I’m very passionate about the opportunities that online communities and social media bring to the table, and I’ve had my fair share of real world experience (10+ years), but the primary reason I want to write this series is pretty simple:
Organizations are still challenged with setting strategy. From our efforts with the Online Community Research Network, we still see that only about 25% of our participant organizations have a comprehensive community strategy in place. Over the next few weeks, I will explore the following topics, offering my own opinions and insight, data from our ongoing community research, as well as other relevant content from experienced community-building professionals. I’ll also try to post as many templates that I use (or can borrow), where appropriate. In short: I’ll be posting, you will be adding to the discussion, and we will all (hopefully) be making our day to day community practices a little better. I hope that sounds like fun The Topics
The topics, which generally follow my strategy development process, will be: 1. Goal Definition:
How to assemble an internal stakeholder team and facilitate definition of business goals for the community. 2. Member Needs Research:
Processes and techniques for engaging community members in a process of discovery and conducting member “needs” research. 3. Social Media Ecosystem Research:
Methodology for conducting a discovery exercise of the relevant parts of the social web to find out where your community (or potential community) is already working and playing. 4. Designing an Online Presence Architecture (with a hat tip to Chris Brogan):
Factoring the goals of the business, the needs of the members, and the opportunities in the social media ecosystem to create a presence architecture that maps out where to focus engagements. 5. Engagement Planning:
How to develop content & activity plans for the community, including
–Where: to engage (home, outposts)
–Who: responsible party
–How: specific activity
–When: frequency of activity
–What: expected outcomes (prototypical metrics!) 6. Community Platform Selection:
Guidance on how to select a community platform, along with recent ratings for major platforms. 7. Management & Moderation
An overview of the important and evolving role of the Online Community Manager, building an online community team, and best practices on moderation. 8. Metrics & Reporting
What metrics to collect, what they tell you, who to report them to, and how often. 9. Policy Creation & Roll-out
How to develop community and social media policies that fit your organization, and how to deploy them. 10. Governance
Creating a governance structure in your organization, keeping exective stakeholders informed and engaged, and achieving the right balance of of inter-departmental communication and guidance. 11. Superusers / Elites
A review of the best superusers programs, with a focus on process, identification and incentives. Again, I would LOVE your feedback on the topics above. My goals is to write an article a week over the next 12-14 weeks. Each article will be labeled “Back to Basics”, and will be tagged #ocb2b