The core competency here is in terms of facilitating relationships and communications between different parties. There are in fact many different types of interactions that this role takes on. In as such, this means they participate as a part of many different role-interaction patterns. This is significant since when such patterns are frequent and repeated, it becomes almost transactional, and therefore measurable. If you need the example of a more common role-interaction pattern: think of a support call from initial contact to completion after a solution or resolution has been reached and the customer is verified as satisfied. Each such complete interaction has a measurable value; or you could also measure it in terms of cost or time it took to conduct that interaction end-to-end. Finally, you could also measure it in terms of quantity of those interactions actually reaching completion rather than partial or incomplete resolutions (likely meaning an unhappy customer left hanging).
The RI patterns for Community managers are of a different sort but the following tables give some suggestions of the kinds of patterns they could participate in.
Table 9.1 -- The Value of Community Managers
Improving relationships with members by providing a human face
to an organization or a large social group
Bringing the value of their own relationships and contact
networks within the organization
Arbitrating conflicts between members, or between the member and the
Coordinating member projects and activities
Serving as a repository of situational knowledge about the
organization, the members, or the content
To the sponsoring organization
Serving as an organizational spokesperson to the membership
Providing a view into the climate
of the members about the topic or purpose (the business climate within the
enterprise, across business partners, or across the industry)
Housing a repository of situational
knowledge about members, the content, or the topic
Encouraging and monitoring
member involvement and participation in the topics that
interest the sponsor
members might have with the organization
describing value or outcomes of the social group
and potential for hires or rehires
Table 9.2 Supporting Customers or Partners
Customers or business partners (public-facing, cross-boundary, third-party)
Marketing or sales
Increasing the number of touches with customers
Identifying customer evangelists and activists
Discovering industry trends and customer interests
Acting as marketing
liaisons to customers
Guiding marketing on
appropriate messaging or tactics
Product development and delivery
Assisting in gathering product requirements from audience
Conducting market research with customers
Identifying competitor activity or offerings
Conducting design tests and product beta-testing
Delivering products to customers online
Customer relations or product support
Providing a human
interface to the organization or social group
Serving as a “finger on the pulse” of audience concerns
Helping partners locate internal representatives or departments
Helping customers find appropriate support resources
Identifying troubled or
There's another table on their roles within the enterprise supporting employee and organizational interactions.
I’ve increased my attendance at E2.0 by 100% by going two
years in a row; okay, that was a bad metrics joke. The Enterprise2.0 conference in
Boston was the big gathering of customers, analysts, bloggers and
aficionados this year. We’re still debating how many people really attended but
I’m guessing it is around a thousand.
The week began early for me starting with presenting during
the Black Belt practitioner’s workshop on Monday. I’m proud of my fellow
members of The 2.0 Adoption Council who presented the workshops all day long.
There are about 10 speakers, starting in the morning with the effervescent Jamie Pappas (EMC) speaking on
business value; the cheery Megan
Murray (Booz Allen Hamilton) on planning; and myself on adoption. The afternoon
had a several pairs of speakers: Stan Garfield (Deloitte) and Luis Suarez (IBM) on community building;
Donna Cuomo (MITRE) and Ted Hopton
(UBM) on metrics and analysis; Bryce
Williams (Eli Lilly) and Richard Rashty (Schneider Electric) on positioning
tools; and Bart Schutte (St Gobain) and Kevin Jones (NASA) on mitigating risks.
I’m also thrilled so many people stayed from 8:30am till
4:15pm. It really is a fire hose of knowledge, even when spread across so many
hours. These were real issues and scenarios that the speakers have experienced
in trying to bring Enterprise2.0 to life in their own organizations.
Has E2.0 gained ground? I definitely think so. For any idea
to take hold, there needs to be stability in what it means, and increasing
adoption and expression of the notions within it. Seeing The 2.0 Adoption
Council’s rapid growth within just one year (with over 100 member large
companies) worldwide, with active practitioners is one area of social proof.
The other is the reduction of “What is it?” and more of “How do we do it?”
E2.0 seems to be entrenched in the domain of the CIO and IT
organizations. That’s a shame because it really does spread across many
domains. Gautam Ghosh lamented the
lack of attendees or speakers from the HR realm in a few tweets during the
event. Yet many of the talks were certainly around employee behavior and
I have to be honest. There are many things that are still
left unanswered this year. I didn’t expect solutions but I was looking for more
thought on the following ideas:
Surprisingly, I agree with Dennis
Howlett. I don’t think people should be looking for a single answer or
approach to figuring this out. What was being affirmed is that are some
cases of ROI particularly in the external or public-facing environments,
but very rare for internal enterprise 2.0 environments. However, most
examples of an approach to ROI I know are still very specific to scenarios
that cannot be easily replicated. The industry going through its period of
denial – “Don’t try to look for ROI”—but organizations still need that.
and Personally Identifying Information – I raised this last year at the
conference, and it was great that there was at least one session by Carl
Frappollo (Information Architected, Inc) that described the interviews and
study he did early this year on this subject. The focus was very
Euro-centric because of the specifics of several countries there with
intense legal scrutiny in this area.
Carl’s point about organizations along the following interest scale--‘Big
S’ security, ‘small c’ collaboration, and ‘Big C’ collaboration--certainly
described the differing views on the legal fog organizations face.
is about transforming human behaviors at work – More folks are starting to
recognize that it is not trivial to bring communities and other social
environment to life. There were numerous cases talking about adoption
including my own part of the workshop. I’ve heard several different philosophies:
fascist / ‘Hitler’ approach (as described by the speaker) of mandating
that people use these tools;
‘taking the toys away’ – removing alternatives so they have no choice but
to use social tools.
carrot principle through monetary rewards or a point system to purchase
goods – apparently some folks still have that available.
visibility principle – non-monetary rewards but peer recognition (again
surprisingly, from @dahowlett).
get beyond “adoption”’ – This was another sentiment I heard several times,
but I attribute it to short-attention span. The general statement was
‘adoption’ was last-year’s thing, and we needed a new ‘thing’. As evident
from our own experience which my excellent peer Jeanne Murray and I
described, adoption goes through many stages of evolution. Each step
people need new things, and you need new adoption tactics. The big-picture
Enterprise 2.0 doesn’t happen in a year, although you can achieve many
Social Media vs. Enterprise 2.0 – I think people are starting to agree
that working with the external audience entirely is a different context
than Enterprise 2.0. I did hear several questions to this front, so this
distinction hasn’t completely permeated yet.
tend to get weedkiller put on it” – I quote Oliver Marks (ZDNet, Sovos
Group) here. E2.0 adoption efforts without official executive support do
not tend to last long. This goes along with the next realization.
transformation teams even in large companies are small and understaffed –
I made a joke: “For a global organization of about 400,000 people, I think
the right size [for an E2.0 team] is about 7 or 8.”The reality is that most organizations
have only one person working on it if they are lucky. Frankly I think that
this is a recipe for failure because a single person, even with some
volunteer help, would find such an organization-wide transformation truly
monumental. However, this is a catch-22 / paradox: You can’t get more
staff until you can prove its value, but you need people to help you prove
and Medium Businesses have different problems than large organizations – I
heard this brought up only once, but I think it is a very important
statement in reflection of the last point. The large companies, including
our own, can afford to have experts staffed to focus on Enterprise 2.0.
SMBs with only a thousand people or so don’t have that luxury.
has to be something for everyone” – The speaker (I don’t recall who) was
making a point mostly that individuals need to feel the impact to see the
value. However, I want to elevate that the pendulum can’t swing entirely
to focus on the individual. Too much emphasis on gaining organizational
value can lead to poor adoption, but too little focus on it deemphasizes
the business reasons to support such a significant transformation project.
Maturity and Lifecycle models – This was a gaping hole. I’m of the school
of thought that there are many different archetypes for social
environments. Yet, many describe theirs as if it is the answer, or
use their single case to refute other claims. Thomas Van der Wal’s wrap-up on continuing
myths per this conference revisits the participation inequality
principle made famous, but not originated by, Jakob Nielsen—the 90% are
lurkers/readers, 9% are contributers but 1% are intense contributors.
Some activity metrics case studies in our organizations have shown that it
really depends on the goals of the communities. For example, some are
decidedly intended as only an outlet for information albeit in a more
social sphere; others focus on intense rewriting of content.
Yet, these myths persist often because the metrics systems are quite poor,
and they look at the external social media context, not internal
interaction within the organization. A great weakness is the inability to
uniquely distinguish who is participating in a community and the different
forms of participation actions beyond just reads and writes. In the
external world, with the possibility of endless different users, this
might be more of a reality, but within the boundaries of known employees
in org E2.0, the clarity of detail reshapes how we see this. There are
many other factors: affinity to the community, time within member’s
workflow to participate, recognizable value and outcomes for the member,
rhythms of activity.
It will still take a bit of time, or if at all, we can
figure on better patterns of a maturity lifecycle, but let’s not jump to
default conclusions simply because it is easy to remember.
Measuring ROI on social software is an elusive topic, so it’s wonderful when I find projects that have managed to quantify it in some way. The following story focuses on a particular task, that of social tagging.
The Enterprise Tagging Service in IBM aims to provide an alternative approach to helping people find information compared to traditional search engines. Search based on keyword analysis often relies on a taxonomy that is rigid due to the way the software performs its structural analysis of web pages, identifying and classifying the keywords. Social tagging allows people to add human semantics to keywords that they define that sometimes can amount to finding a resource faster based on what people think is relevant.
IBM’s ETS cost $700k to develop and deploy across the worldwide intranet as a sidebar to a number of key web properties: traditional search engine results, top content pages, and web applications like the IBM internal social brainstorming tool, Thinkplace. As a service it can really be added to any internal page. Readers can tag any page with the widget, look up tags they contributed, find others who have used the same tag, and certainly find other relevant resources by that same tag. The ETS tool was based on the Lotus Connections Dogear software.
The ETS team instituted a survey to ask users howthis tool helped them. What they found was amazing when you look at itin context: the average person saved 12 seconds, across the 286000+searches performed through ETS each week. This sums up to 955 hourssaved each week across the company. In terms of cost savings, itamounts to a rough estimate of $4.6 million a year, in terms ofproductivity gain. The reusability of this page widget also resulted in$2.4 million in cost avoidance (reimplementing this for eachsite).
This social task is spread across the IBMintranet site, but is essentially a single set of overall content setas a mass collaboration of knowledge; in other words, the knowledgedoes not get balkanized into separate tag systems, running in theclassic problem of information getting locked away in pockets in theorganization. It involves the swarm effects of many users contributing,each for their own need, but resulting in an overall benefit for allemployees.
This is based on an internal IBM news story by Kieran Cannistra.