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Communities can be powerful tools for product teams in driving innovation. This presentation covered the drivers of community approaches as well as specific examples of how communities worked in product development. Presented to the BPMA
A Perfect Storm of Change Is Rolling In Technology Currents Social Currents • Social media • Economic insecurity • Mobile • Political polarization • Big data • Demographic shifts • Pace of technology • Anxiety/Retrenchment
The Pace of Technology Keeps Getting Faster… Source: http://www.time.com/time/interactive/0,31813,2048601,00.html
And Human Performance Is Not Improving Source: http://pandasthumb.org/archives/2006/09/fun-with-homini-1.html
Humans Are Exposed http://www.flickr.com/photos/jonnyfixedgear/51954864
We’ve Also Done A Lot ofOrganizational Optimizing
But It Has Focused on Infrastructure http://www.flickr.com/photos/smaku/1400436298/
People Are Now The Weakest Link http://www.flickr.com/photos/kyra__m/4681259456/
People have been treated as liabilities to be managed vs. assets to be invested in
We Need to Play A Different Game, One Focused on Enduring Relationships
Relationships Differentiate Cost Savings Revenue• Loyalty • Preference• Forgiveness • Patience• Time • Advocacy • Peer support • Competitive lockout • Issue reporting • Authentic insights These qualities require a different level of relationship that traditional transactional relationships
Relationships & Culture Are A Sustainable Competitive Advantage Commoditized: Reduced Advantages via:• Technology • Products• Information • Service• Market access • Process Opportunities: • Relevance • Meaning • Shared Value • Empathy
Relationships Require Time, Resources and Ceding of Control Friendship Development Partnership Encounter Recogni1on Awareness Awareness Understanding of Contextual Trust Forgiveness Resonance compa1bility/ﬁt Contextual Loyalty Advocacy & Piqued interest Contextual Defense Acknowledgement Advocacy Universal Trust of rela1onship Universal Loyalty Social Media (Content-‐Based) Engagement Community (Rela1onship-‐Based) Engagement Direct Engagement
CommunityA group of people with unique shared values, behaviors, and artifacts !
Why Are Communities So Powerful? 1. Maximize investments – Disintermediate the organization from every conversation while maintaining context – Speed information transfer & alignment – Build buy-in and shared ownership – Innovation 2. Reduce costs – Build and reinforce relationships – Crowdsource expertise – Reduce duplication – Empower advocates – Eliminate waste
Direct Impact: Access to communities & networks improve efﬁciency and quality Process Element Type of Community MetricResearch & Discovery Market Network, Communi1es of Quality prac1ce, Customer communi1es, - BeQer inputs Partner communi1es - BeQer alignment with markets Produc1vity -‐ Faster 1me to answer/insight Work Status Team networks, Func1onal Produc1vity communi1es - Reduced mee1ngs - Micro-‐mentoring - Alignment - Focus on issue resolu1onData Analysis Team networks, Func1onal Produc1vity communi1es, Communi1es of - Shared ownership of analysis prac1ce, Customer communi1es, - Broad buy-‐in of issues & framing Partner communi1es - Faster awareness and buy-‐in for analysisContent Development Team networks Produc1vity - Ongoing alignment as content is development - Less wasted workStakeholder Review Team networks, Communi1es of Produc1vity peers/prac1ces - Transparent decision-‐making process - BeQer sensing of poten1al responses (crisis management) - Shared ownership of decision Communica1on of Func1onal communi1es, Produc1vity Informa1on & Decisions Communi1es of prac1ce, - Alignment & shared situa1onal awareness Customer communi1es, Partner Quality communi1es, organiza1on-‐wide -‐ BeQer understanding of reac1ons (crisis
Indirect Impact: Communities Help Accelerate Innovation Process Element Type of Community MetricFlaQen Access to Communi1es of Prac1ce, Reduced Time to Innovate Knowledge Func1onal communi1es -‐ Quickly gather exis1ng exper1se -‐ Understand accurate state of development Improved Quality -‐ Add to exis1ng knowledge rather than replica1ng Reduced Waste & Duplica1on -‐ Know what the organiza1on knows Tacit Opportuni1es Market Network, Communi1es of Innova1on Quality & Demand prac1ce, Customer communi1es, -‐ Ability to understand issues before they are Partner communi1es ar1culated Innova1on Cycle Time -‐ Solve problems in step with demand forma1on, not sequen1ally Customer led Crea1on and Customer communi1es, Partner Innova1on Extension Co-‐Crea1on communi1es - Fills roadmap gaps - Reduces investment in high risk projects Demand Genera1on -‐ Develops customer advocates Listening & Watching Market networks, Func1onal Alignment & Revenue Growth communi1es, Communi1es of - Align products and communica1ons with exis1ng prac1ce, Customer communi1es, conversa1on and language which improves Partner communi1es relevancy and adop1on Crisis Management
Measurable But Not Immediate Return Investment
Community Maturity Model TM Stage 1 Stage 2 Stage 3 Stage 4 Hierarchy Emergent Community Networked Community Familiarize &Strategy Listen Participate Build Integrate Command &Leadership Control Consensus Collaborative DistributedCulture Reactive Contributive Emergent ActivistCommunity Deﬁned roles & Integrated roles & None InformalManagement processes processesContent & Formal & Some user Community Integrated formalProgramming Structured generated content created content & user generatedPolicies & No Guidelines for Restrictive social Flexible social InclusiveGovernance UGC media policies media policies Consumer tools Consumer & self- Mix of consumer & ‘Social’ functionality isTools used by individuals service tools enterprise tools integratedMetrics & Activities & Behaviors &Measurement Anecdotal Basic Activities Content Outcomes
Integrating Communities into Innovation Workﬂow Discussion Discussion Social WriQen Facilitated of key of key Decision Listening together Discussion in points in points in Posted to Data from Communi1es with work Community Func1onal Community Network group of Prac1ce Community Information & Consolidation Analysis Report Stakeholder Go/No Go Data Inputs Review Decision
TakeAways 1. You will not win just by going faster - Product quality will suffer2. Relationships and culture are the new competitive advantages – How will you integrate that with the products you are building?3. Community building is strategic and urgent - Large ﬁrst mover advantage - People have limited key relationships - Community building takes time
Thank you! Questions? Rachel Happe The Community Roundtable email@example.com @rhappe Download this report for free at: "http://community-roundtable.com/tse2013/ "
About The Community Roundtable Mission: Advance the Business of Community Services 1. Champion: Advocate for the needs of community • TheCR Network business owners and teams • TheCR Focus 2. Educate: Provide training solu1ons to community & • TheCR Advisory social business leaders • TheCR Research 3. Curate: Aggregate, document, and share community • Community Management management best prac1ces Training Member Organiza1ons & Clients Leadership Team Rachel Happe Principal and Co-‐Founder @rhappe Jim Storer Principal and Co-‐Founder @jimstorer
TheCR’s Solutions We develop client competencies through training, professional development and research Start Build Grow TheCR Training TheCR Training TheCR Training • Community Lead • Community Team • Stakeholders TheCR Network TheCR Network TheCR Network • Community Lead • Community Team • Community TeamStage Stage Stage Stage 1 Research 2 Research 3 Research 4 • TheCR Focus for • TheCR Focus for • TheCR Focus for Executive Sponsors Executive Sponsors Executive Sponsors • TheCR Focus for • TheCR Focus for TheCR Advisory Stakeholders Stakeholders • Executive Education TheCR Advisory TheCR Advisory • Stakeholder • Stakeholder Education Education • Workshop • Workshop www.community-roundtable.com
TheCR’s ServicesOur services are designed to educate different audiences at different stages of the social business journey TheCR Network Training A membership-based network of On demand and in person training community, social media and social modules for a variety of community business leaders which provides: roles: • Peer and expert interaction • Specialist/Moderator • Report library of peer practices • Community Manager • Tools and templates • Social or Community • Professional concierge services Strategist TheCR Focus TheCR Advisory A monthly report subscription Industry experts that deliver providing insights gleaned from customized solutions in the following practitioners and for: ways: • Executive sponsors • Keynotes • Operational stakeholders • Executive Education • Advocates and part-time • Workshops community managers • Retained Advisory
TheCR Thought LeadershipOur research platforms educate the market, inform our services, andenable partner services State of Community The Social Execu8ve Management TSE looks at execu8ve The SOCM provides adop8on and the insight on community TheCR’s research portfolio linkage between programs and prac8ces, business strategy and learned from leading is designed to provide a the use of social prac88oners. comprehensive view of technologies. how leading organizations are succeeding in social business. Career Path of the Community Maturity ModelTM Community Professional By capturing the This research looks at maturity of diﬀerent compensa8on, roles organiza8ons, we help and experience of the market mature community more quickly. professionals. www.community-roundtable.com
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