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Building a community management centre of excellence

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Building a community management centre of excellence

  1. 1. Dachis Group Building a Community Management Centre of Excellence
  2. 2. Does your company fully understand the importance of community management for social business success? 2
  3. 3. Any online community within your company has an underlying purpose. It is the job of a community manager to drive this purpose. 3
  4. 4. By driving purpose, connecting people together and nurturing a cooperative environment community managers help realise your business goals. 4
  5. 5. Dachis Group believe that companies can increase the prominence and effectiveness of community management by creating a centre of excellence. 5
  6. 6. The following slides discuss what a centre of excellence might look like in the context of community management and how your company can start building one today. 6
  7. 7. CENTRE OF EXCELLENCE
  8. 8. CENTRE OF EXCELLENCE WHAT IS IT? A CoE is an internal service hub comprising people, People knowledge and practices that together deliver thought leadership, better ways of CoE working and continuous Knowledge Practices improvement in a specific field of work. 8
  9. 9. CENTRE OF EXCELLENCE WHY IS A COMMUNITY MANAGEMENT CoE NEEDED? To focus the To establish To provide To apply a community’s community thought consistent strategy underlying management as a leadership & across the purpose serious discipline training organisation To build a repository To gather evolving To align community of research, tactics requirements and development with and lessons learned manage change business objectives 9
  10. 10. HOW WOULD THE CoE WORK? TWO SITUATIONS 1 2 10
  11. 11. SITUATION 1 HR are launching a new talent discovery platform that will help employees take ownership of their career development. How will they get people to maintain their talent profiles and fully engage with the initiative? 11
  12. 12. SITUATION 1 WITHOUT A CoE 12
  13. 13. SITUATION 1 WITHOUT A CoE Comms Vendor Project Managers HR HR consults with the platform vendor, the communications department, and project managers. 13
  14. 14. SITUATION 1 WITHOUT A CoE Comms Vendor Project Managers HR The vendor knows the tool but has no understanding of the company’s culture. 14
  15. 15. SITUATION 1 WITHOUT A CoE Comms Vendor Project Managers HR The comms department informs the workforce but does not know how to incentivise users. 15
  16. 16. SITUATION 1 WITHOUT A CoE Comms Vendor Project Managers HR Project managers are frustrated because they can’t find talent through using the tool. 16
  17. 17. SITUATION 1 WITHOUT A CoE Comms Vendor Project Managers HR Employees fail to engage because there has not been a sufficiently joined-up approach. 17
  18. 18. SITUATION 1 WITH A CoE 18
  19. 19. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem HR employes the CoE to run an adoption campaign. 19
  20. 20. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE appoints a community manager to run the campaign and enlists advocates from across the organisation. 20
  21. 21. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE designs the use cases and brings into play a rich set of adoption tactics. 21
  22. 22. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The CoE measures the effectiveness of the campaign and provides regular reports. 22
  23. 23. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem All the while employees are placed front and centre of the process and their feedback is acted upon. 23
  24. 24. SITUATION 1 WITH A CoE Solution People HR CoE Employees Knowledge Practices Problem The initiative is off to a good start and the CoE has further developed its people, knowledge and practices for the future. 24
  25. 25. SITUATION 2 The social business platform has seen very high rates of adoption in one country but almost none in other regions. The executives want to find out what is driving success in the successful country and transfer best practices to all other regions. 25
  26. 26. SITUATION 2 WITHOUT A CoE 26
  27. 27. SITUATION 2 WITHOUT A CoE Executives Analyst Power User Region n n The executives hire an analyst to find out why adoption has been strong in one region but not others. 27
  28. 28. SITUATION 2 WITHOUT A CoE Executives Analyst Power User Region n n The analyst discovers that adoption has been driven by a power user acting as community manager in the successful region. 28
  29. 29. SITUATION 2 WITHOUT A CoE Executives Analyst Power User Region n n The power user is asked to consult with leaders in each lagging region in order to transfer skills. 29
  30. 30. SITUATION 2 WITHOUT A CoE Executives Analyst Power User Region n n The result is haphazard as many of the leaders are not suited to community management and find the advice difficult to action. 30
  31. 31. SITUATION 2 WITH A CoE 31
  32. 32. SITUATION 2 WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The executives ask the CoE to investigate the variation in user adoption and implement an action plan for the lagging regions. 32
  33. 33. SITUATION 2 WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE identifies individuals in each region who are best suited to community management activities and trains them up for the task. 33
  34. 34. SITUATION 2 WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE provides a support network that all local community managers can draw from and contribute to. 34
  35. 35. SITUATION 2 WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem The CoE continually monitors rates of adoption in each region and develops its approach accordingly. 35
  36. 36. SITUATION 2 WITH A CoE Solution People Region Region Region nnn CoE Executives Knowledge Practices Problem Good community management practices take root in all regions which helps to drive adoption and improve the overall vitality of the platform. 36
  37. 37. HOW TO BUILD A CoE
  38. 38. HOW TO BUILD A CoE 8 STEPS 1 2 3 4 5 6 7 8 When building a CoE it is advisable to start small and grow organically. The key to success lies in the people and processes on which it is built. Broadly speaking the process will follow 8 steps. 38
  39. 39. HOW TO BUILD A CoE STEP 1 1 2 3 4 5 6 7 8 Step 1 - Define the vision Start by defining the purpose, goals and plan of action for the CoE. This strategic approach will include setting out a high- level organisational model, success factors, measurements and metrics. 39
  40. 40. HOW TO BUILD A CoE STEP 2 1 2 3 4 5 6 7 8 Step 2 - Establish success criteria Determine what you want success to look like. What should the CoE accomplish? What upcoming initiatives would you like them to assist with? Having these success criteria clear from the outset will allow you to monitor the effectiveness of the initiative. 40
  41. 41. HOW TO BUILD A CoE STEP 3 1 2 3 4 5 6 7 8 Step 3 - Determine Governance What are the required roles in the CoE and what are their responsibilities? Decide upon the lines of communication and procedural checklists. What other things should be in place to ensure the quality and consistency of each new engagement? 41
  42. 42. HOW TO BUILD A CoE STEP 4 1 2 3 4 5 6 7 8 Step 4 - Fill in the details Bring definition to the organisational model by determining the skills and roles you will need. Perform a white space analysis and decide your recruitment requirements. Create a mentor and training programme to help CoE members achieve the required level of expertise. 42
  43. 43. HOW TO BUILD A CoE STEP 5 1 2 3 4 5 6 7 8 Step 5 - Involve the right people Make sure that you have at least one community management expert to lead the way. If this person doesn’t already work within the organisation consider hiring from without. Also involve other likely individuals such as power users, natural helpers and advocates of social business technology. 43
  44. 44. HOW TO BUILD A CoE STEP 6 1 2 3 4 5 6 7 8 Step 6 - Account for costs Build an understanding of how to cost CoE engagements. Consider how finances will be managed. Will the CoE have a price structure? How will it be budgeted? 44
  45. 45. HOW TO BUILD A CoE STEP 7 1 2 3 4 5 6 7 8 Step 7 - Run pilot projects Before opening up the CoE’s services to the whole company it would be wise to test what you’ve built with one or two pilot projects. Meet with project owners to determine scope, requirements, objectives etc. and then test that your people, processes and metrics are fit-for-purpose. Review your pilot projects and make necessary improvements to the CoE model. 45
  46. 46. HOW TO BUILD A CoE STEP 8 1 2 3 4 5 6 7 8 Step 8 - Raise awareness For the CoE to be successful the rest of the company needs to know about it. How can internal customers be made aware of the offering? Determine what the core services are and advertise through all appropriate channels, but particularly through the community platform itself. 46
  47. 47. ABOUT DACHIS GROUP
  48. 48. ABOUT DACHIS GROUP LEADERS IN SOCIAL BUSINESS STRATEGY Dachis Group are the leading We are leaders in social global, integrated, end-to-end business strategy and social business consultancy. implementation. We help clients design social ecosystems, build real-world business cases and apply the best principles of social media. 48
  49. 49. CONTACTS Kieran Kelly CONSULTANT kieran.kelly@dachisgroup.com Cerys Hearsey SENIOR CONSULTANT cerys.hearsey@dachisgroup.com ‘Pigeons in Flight’ image by Jimmy Brown: http://www.flickr.com/photos/jimmybrown/4041963981/ 49
  50. 50. Thank you. 50

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