a vision for the networked organization by: rachel happe

A Vision for the Networked Organization!communityroundtable.com | @TheCR | May 2014!

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The technology is here

But our work culture hasn’t changed

Source:  h*p://www./me.com//me/interac/ve/0,31813,2048601,00.html  

The pace of technology will only get faster…

Technology  Currents  •   Social  media  •   Mobile  •   Big  data  •   Pace  of  technology  

Social  Currents  •   Economic  insecurity  •   Poli/cal  polariza/on  •   Demographic  shiMs  •   Anxiety/Retrenchment  

…and is ushering in a perfect storm of change

Source:  h*p://pandasthumb.org/archives/2006/09/fun-­‐with-­‐homini-­‐1.html  

While human performance is not improving

http://www.flickr.com/photos/zachdurland/445877994/

Creating cognitive shock

We crave what we know

HOW DO WE EVOLVE?!

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The  Power  of  Habit,  Charles  Duhigg  

State of Community Management Key Findings!

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Community management maturity delivers business value

Executive participation impacts success

Advocacy programs increase engagement

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Community

A group of people with unique shared values, behaviors, and artifacts !

Communities speed information transfer. !

More importantly, they develop shared ownership and commitment.!

Communities maximize investments.

Communities scale only when they focus on relationships!

Content Network! Community!

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Measurable but not immediate!

Time!

Retu

rn!

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Measurable but not immediate!

Time!

Retu

rn!

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Measurable but not immediate!

Time!

Retu

rn!

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Measurable but not immediate!

Time!

Retu

rn!

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Communities mature and change!Im

pact!

Phase 1 Hierarchy!

Phase 2 Emergent

Community!

Phase 3 Community!

Phase 4 Networke

d!

Pull!

Grow!

Transform!

Behavior Change!

Time!31!

START A COMMUNITY!

Bottom Line Impact: Access to communities & networks improve efficiency and quality Process  Element Type  of  Community Metric

Research  &  Discovery Market  Network,  Communi/es  of  prac/ce,  Customer  communi/es,  Partner  communi/es

Quality  -  Be*er  inputs  -  Be*er  alignment  with  markets  Produc/vity  -­‐   Faster  /me  to  answer/insight  

Work Team  networks,  Func/onal  communi/es

Produc/vity  -  Reduced  mee/ngs  -  Micro-­‐mentoring  -  Alignment  -  Issue  resolu/on

Data  Analysis Team  networks,  Func/onal  communi/es,  Communi/es  of  prac/ce,  Customer  communi/es,  Partner  communi/es

Produc/vity  -  Shared  ownership  of  analysis  -  Broad  buy-­‐in  of  issues  &  framing  -  Faster  awareness  and  buy-­‐in  for  analysis

Content  Development Team  networks,  customer  communi/es

Produc/vity  -  Ongoing  alignment  as  content  is  development  -  Less  wasted  work

Stakeholder  Review Team  networks,  Communi/es  of  peers/prac/ces

Produc/vity  -  Transparent  decision-­‐making  process  -  Be*er  sensing  of  poten/al  responses  (crisis  

management)  -  Shared  ownership  of  decision  

Communica/on  of  Informa/on  &  Decisions

Func/onal  communi/es,  Communi/es  of  prac/ce,  Customer  communi/es,  Partner  communi/es,  organiza/on-­‐wide  networks

Produc/vity  - Alignment  &  shared  situa/onal  awareness  

Quality  -  -­‐  Be*er  understanding  of  reac/ons  (crisis  

management)

Top Line Impact: Communities Help Accelerate Innovation Process  Element Type  of  Community Metric

Fla*en  Access  to  Knowledge  

Communi/es  of  Prac/ce,  Func/onal  communi/es,  customer  communi/es  

Reduced  Time  to  Innovate  -­‐  Quickly  gather  exis/ng  exper/se  -­‐  Understand  accurate  state  of  development  

Improved  Quality  -­‐  Add  to  exis/ng  knowledge  rather  than  replica/ng  

Reduced  Waste  &  Duplica/on  -­‐  Know  what  the  organiza/on  knows  

Tacit  Opportuni/es Market  Network,  Communi/es  of  prac/ce,  Customer  communi/es,  Partner  communi/es

Innova/on  Quality  &  Demand  -­‐  Ability  to  understand  issues  before  they  are  

ar/culated  Innova/on  Cycle  Time  -­‐  Solve  problems  in  step  with  demand  forma/on,  not  sequen/ally    

Customer  led  Crea/on  and  Co-­‐Crea/on

Customer  communi/es,  Partner  communi/es

Innova/on  Extension  - Fills  roadmap  gaps  - Reduces  investment  in  high  risk  projects  

Demand  Genera/on  -­‐   Develops  customer  advocates  

Listening  &  Watching Market  networks,  Func/onal  communi/es,  Communi/es  of  prac/ce,  Customer  communi/es,  Partner  communi/es

Alignment  &  Revenue  Growth  - Align  products  and  communica/ons  with  exis/ng  conversa/on  and  language  which  improves  relevancy  and  adop/on    

Crisis  Management  

And creates the social environment that normalizes behavior change!

•  Information Seeking

•  Content Management

•  Collaborative Analysis and Decision-Making

•  Co-creation of content

•  Work Synchronization

•  Stakeholder review

•  Communication of decisions or outputs

When  a  member  wants  to  ___________________________    

they  will  use  the  community  to  __________________________,    

instead  of  __________________  

__________________________.  

Get updates from an entire team

Collect issues and updates

having a team meeting

Make a purchasing decision

Share the proposal & get feedback

Sending an email.

From  the  organiza/on    for  the  organiza/on  

Projects  &  Teams  

(Prac<ce)  

Types of Communities!

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From  employees  

for  the  organiza/on  

Experts  &  Professions  (Exper<se)  

From  employees  for  employees  

Personal  Networks  (Interest)  

From  the  organiza/on    for  employees  

Ini<a<ves  &  organiza<onal    

units  (Engagement)  

!  Focus: Collaboration

! Goals: Business objectives, process integration

Dr. Chee Chin Liew & Marlene Wolf, BASF SE – connect.BASF: Creating Chemistry with an Online Business Network – May 2, 2013

!  Focus: Internal Communication

! Goals: Feedback, transparency

!  Focus: Knowledge sharing

! Goals: Problem solving, recognition as expert

!  Focus:    Networking  

!  Goals:    Strengthen    weak  /es,    build  trust  

Business goals determine ideal size for a community!

Communities!

Size!Density of Relationships!

Solve! Collaborate! Inspire! Inform!

Connect! Solicit Input!

Complexity of Desired Outcome!

Compromise! Discover!

Find!

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Understand your target member

Communities enable shared purpose!

Business Objectives

Member Objectives

Shared  Purpose  

Communities can fit into knowledge workflows in a variety of ways

Informa/on  &  Data  Inputs  

Consolida/on   Analysis   Report   Stakeholder  Review  

Go/No  Go  Decision  

Social  Listening  Data  from  Network  

Discussion  of  key  

points  in  Community  of  Prac/ce  

Discussion  of  key  

points  in  Func/onal  Community  

Decision  Posted  to  Network  

Facilitated  Discussion  in  Communi/es  

Wri*en  together  with  work  group  

BUILDING A COMMUNITY!

Attract new members by providing value

Identify barn raisers

h*p://www.flickr.com/photos/donshall/1143987002/  

Welcome New Members

Example: Welcome Private Message!

Dear Christopher –!Thank you for joining the Product Managers Zoo – a community of practice intended to help you develop your skills, find expertise and discover resources to make your job easier.!Your first stop should be the community welcome wagon where you can learn more about how to best use the community and meet other community members.!To make the most out of your membership, please:!1.  Make sure you have a profile picture (we want to see your

face!)!2.  Say hello in the ‘Introduce yourself’ thread!3.  Extra credit: Share your most recent product management

success – little or big!!Please let me know if you have any questions or would like any introductions. My primary role as community manager is to help you make connections with people or content that will help you to be successful.!Cheers –!Michael!

1: Personalize

2. Provide Context

3. Give Instruction

4. Be Friendly & Human

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Be Present

 Faceless members make it difficult to establish empathy and trust – and engagement

Faces Are Critical!

Build an active home page

Build an Active Home Page!

Schedule

h*p://www.flickr.com/photos/vidiot/61484953/  

Keep a regular schedule

Example: Community Programming!

h*p://www.flickr.com/photos/strandloper/1385105547/  

Define the rules

Examples: Community Guidelines!

Define what kind of engagement you need

Valuable Engagement Advances…!

Relationships

Trust & Reputation Expertise or

Skills

Solutions!

 The best engagement connects and inspires change.

Combine motivators, abilities and triggers for optimal engagement

Recipe Name: Best Prof

ile Competition

Motivators: !

•  Recognition

•  Competition

•  Peer Pressure

Tools to Increase Ab

ility: !

•  Webcast demo

•  Professional photograph

er

•  Call for nominations

•  Poll

Triggers: !

•  Announcements & Updates

•  Deadlines

•  Highlighted peer examples

TheCR

START WITH THE END IN MIND!

How to start the flywheel: 1.  Slow and steady 2.  Get a posse 3.  Be the change

By flattening information and enabling shared purpose, communities accelerate alignment with markets!

Co-Development Community!

Support Community!

Customer Advocate!

Community!

Marketing Community!

Partner!Community!

Your Market!

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Core operations!

Ecosystem  Management  

(CEO)  

Infrastructure  (CIO)  

Policies  and  Governance  

(HR)  

Subject  Ma*er  Experts/Coaches  

(CTO)  

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Mission: Advance the Business of Community!1.  Champion: Advocate for the needs of community business owners & teams!

2.  Educate: Provide training solutions to community & social business leaders!

3.  Curate: Aggregate, document & share community management best practices!

Member Organizations & Clients!

Services!TheCR Network | TheCR Advisory | TheCR Research | TheCR Training!

Rachel Happe!Principal & Co-Founder!

@rhappe!

Jim Storer!Principal & Co-Founder!

@jimstorer!

Leadership!

About The Community Roundtable!