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The Business of Community

How community structures are transforming how we work, engage, and operate organizations

The Business of Community

  1. 1. The Business of Community
  2. 2. About The Community Roundtable At the Community Roundtable, we collaborate with clients to implement proven, practical strategies for better communities. Clients rely on our models, research, and peer networks to take their communities to the next level. Research Frameworks, Benchmark and Community ROI Models Advisory ServicesTrainingCommunity of Practice
  3. 3. 2009 20202014 Tactics: Defining What Matters in Community Tactics: Measuring the Artifacts of Successful Communities Operations: Benchmarking Community, Defining Value Strategy: Impact on Organizations TheCR’s research documents and defines communities and community management Strategy: Impact on Markets Patterns: Practices of Community Management @rhappe
  4. 4. Community building is critical to leadership success – and it always has been
  5. 5. But it’s often been an implicit responsibility
  6. 6. …and success has been hard to define and measure
  7. 7. Online the dynamics and value of communities comes into focus
  8. 8. Because we can see community dynamics, we can optimize building them…
  9. 9. …which means we have standard patterns, recipes and measurements
  10. 10. What is a Community?
  11. 11. Com·mu·ni·ty Noun A group of people with unique shared values, behaviors, and artifacts. (our definition at The Community Roundtable) 11@rhappe
  12. 12. An organizational ecosystem includes many communities @rhappe
  13. 13. Groups Types of Networks Communities Distributed Networks Size Density of Relationships Explore Solve Discuss Inform Collaborate LearnCompromise Discover Connect Complexity of Desired Outcome Each Type of Community is Optimized for Its Purpose Share Support @rhappe
  14. 14. The Business of Community
  15. 15. Communities: 1. Speed information transfer 2. Develop shared ownership 3. Normalize acceptable behaviors @rhappe
  16. 16. Communities are networks of relationships, not transactions Content Distribution Network Community Network The difference, is typically not the channel, but instead the approach to management@rhappe
  17. 17. Time Return Communities do not produce linear returns like many processes @rhappe
  18. 18. Time Return Communities value compounds by making knowledge transparent and normalizing new behaviors @rhappe
  19. 19. Time Return However, lack of understanding can lead to predictable community failures @rhappe
  20. 20. …and help us focus management based on a community’s maturity Time Impact Stage 1 – Hierarchy Stage 2 – Emergent Community Stage 3 – Community Stage 4 – Networked Pull Grow Community Objective, by Stage Behavior Change TransformTransform @rhappe
  21. 21. Changing engagement behaviors generates value… @rhappe
  22. 22. …and can be translated into community ROI @rhappe
  23. 23. Communities Transform Organizations
  24. 24. By building an ecosystem of communities, CMA hopes to change from engaging a small fraction of their members to empowering and making it easy for ANY member to engage. This makes health advocacy easier, more transparent, and more inclusive. Its tiered approach provides a bridge between top down strategy and emergent leadership Case Study: Canadian Medical Association @rhappe
  25. 25. Communities Advance Complex Strategic Objectives… @rhappe
  26. 26. Communities Empower Individuals, Increasing Engagement innovation because it impacts motivation, engagement, productivity, and creativity. When individuals are inspired, engaged, and empowered they fuel a self-reinforcing positive feedback loop. Success breeds Asking Questions Providing Solutions Connecting Leading Feeling Seen Being Heard 76% 68% 65% 61% 35% 60% Members are Empowered Frequently or All of the Time in the Following Ways and cultivating relationships across the firm. I began meeting people from all over the world and learning from their experiences and expertise. I knew I wanted more, so I became a community leader. With Spark, we now have the ability to connect, collaborate, and innovate with one another.” This empowerment translates to high engagement rates – engagement rates that those who work in other contexts find hard to believe. For those who work in social beyond Engage interna inactive where m inactive commu value e membe explore interna existing on beh These h commu centric market develop investm Adva Enab Succes success and imp nature, thanks that the consoli win-win The que commu Communities Show High Engagement Rates Inactives Validate Share Ask & Answer Explore Internal 5% 9% 15% 31% 40% External 8% 9% 7% 17% 60% 0% 100% We report engagement rates to align with the Community Engagement Framework, which can be seen at the end of this report. @rhappe
  27. 27. 36% Community ROI is compelling and the ability to measure it is growing @rhappe
  28. 28. At Microsoft, the internal machine learning community holds competitions, in which a product team shares a real prediction task they are trying to improve. Community members from around the company self-organize and compete to improve on the team’s model. This learn-by-doing approach allows individual community members to have impact far beyond their regular job, develop their skills, and receive recognition for their expertise. It draws on broad collective knowledge to improve performance, in ways that would have been hard to do in other ways. Case Study: Microsoft Alex Blanton Senior Program Manager Microsoft @rhappe
  29. 29. The Community Business Case
  30. 30. 36% Shared Purpose and Shared Value Key Behaviors Historical and Projected ROI Roadmap and Budget Elements of a Community Business Case Member Objectives Organizational Objectives Shared Purpose Shared Value User Persona Customer Use Case Can’t figure out how a feature works Behavior Searches Trigger Gets stuck trying to use product or service Metric # of searches # answers # of validations on correct answer Reward Accurate, validated answer Behavior Loop Member Profiles Diagrammed Workflow @rhappe
  31. 31. Why: Problem or Opportunity Statement • What is the business opportunity? • Where is the pain point? • What workflow is wasting scarce resources? “We keep re-inventing the wheel and wasting resources” “The customer experience is inconsistent” “We need more rapid innovation” @rhappe
  32. 32. • What behavior does the community change? • What process does it replace? • What new behavior does it introduce? • What is the shared purpose for organization and employee? Solution: a community to rapidly create, iterate and disseminate @rhappe
  33. 33. • What are your community efforts to date? • What will be required as community engagement grows? What’s required to build a successful community? @rhappe
  34. 34. • What is the current community ROI? • What is the projected ROI value for FY18? • What is required to hit our goals? What value will that network generate over time? @rhappe
  35. 35. • How does the community impact workflows to generate value? • What does the community workflow look like? • What is the savings? Showing how ROI is generated @rhappe
  36. 36. What progress have we made to date? • How quickly are different behaviors changing? • How could we adjust to meet goals or move more quickly? @rhappe
  37. 37. • What are your top community initiatives for FY21? • What are the top line goals for the next 12 months? What are our FY18 Goals? @rhappe
  38. 38. The Community Maturity Model™ provides a framework for community success @rhappe
  39. 39. Roadmap & Budget • What roadmap and budget options will support different outcomes? • What is on the roadmap and what resources does it require? Budget Request FY21 Conservative $758K Confident $1.235K Aggressive $1.565K @rhappe
  40. 40. Done well, community is the structure that maximizes human potential
  41. 41. Interested in Learning More? https://the.cr/SOCM2019 Explore Engage 25% Off until May 7th ONLY Code: rollback Listen Fridays at 1pm EST www.communityroundtable.com
  42. 42. Questions? Rachel Happe rachel@communityroundtable.com @rhappe www.communityroundtable.com

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