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The Power & Peril of Online Communities<br />Rachel Happe<br />Principal & Founder<br />The Community Roundtable<br />#SMB...
Community is NOT<br />#SMB15 - @TheCR - @rhappe<br />
#SMB15 - @TheCR - @rhappe<br />
Community IS<br />#SMB15 - @TheCR - @rhappe<br />
#SMB15 - @TheCR - @rhappe<br />
Measurable But Not Direct<br />Return<br />Investment<br />#SMB15 - @TheCR - @rhappe<br />
The Community Discipline Matures <br /> Phase 2 – Emergent Community<br /> Phase 3 –Community<br /> Phase 2 –Networked<br ...
Community Maturity Model TM<br />
Phase 1 – Strong Hierarchy<br />Power<br />Frustration with siloed information & decision making bottlenecks<br />Focus on...
Phase 2 – Emergent Community<br />Power<br />Early participants are excited by initial successes<br />Some individuals can...
Phase 3 – Community<br />Power<br />Pay offs realized for the business process the community supports<br />Company has a n...
Phase 4 – Networked<br />Power<br />Networked business structure enables organization to be the ‘market maker’ for their i...
Community Maturity Model TM<br />www.community-roundtable.comThank You!<br />
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The Power and Peril of Online Communities

Online communities are being used by many types or organizations to support a variety of business processes. There is a lot of power in communities if done right - but it is not without peril. This presentation goes through the different phases of community maturity and identifies the power and peril of each phase.

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The Power and Peril of Online Communities

  1. 1. The Power & Peril of Online Communities<br />Rachel Happe<br />Principal & Founder<br />The Community Roundtable<br />#SMB15 - @TheCR - @rhappe<br />
  2. 2. Community is NOT<br />#SMB15 - @TheCR - @rhappe<br />
  3. 3. #SMB15 - @TheCR - @rhappe<br />
  4. 4. Community IS<br />#SMB15 - @TheCR - @rhappe<br />
  5. 5. #SMB15 - @TheCR - @rhappe<br />
  6. 6. Measurable But Not Direct<br />Return<br />Investment<br />#SMB15 - @TheCR - @rhappe<br />
  7. 7. The Community Discipline Matures <br /> Phase 2 – Emergent Community<br /> Phase 3 –Community<br /> Phase 2 –Networked<br /> Phase 1 – Strong Hierarchy<br />Impact<br />Time<br />#SMB15 - @TheCR - @rhappe<br />
  8. 8. Community Maturity Model TM<br />
  9. 9. Phase 1 – Strong Hierarchy<br />Power<br />Frustration with siloed information & decision making bottlenecks<br />Focus on streamlining customer experience<br />Motivation to change, both by individuals and management<br />Peril<br />Cultural issues that inhibit change or experimentation<br />Lack of understanding of what is realistic<br />Likelihood that some experimentation will falter or fail<br />FOCUS: Strategy & Culture<br />#SMB15 - @TheCR - @rhappe<br />
  10. 10. Phase 2 – Emergent Community<br />Power<br />Early participants are excited by initial successes<br />Some individuals can ‘see’ the future state and become evangelists<br />More people are aware of the new model and tools<br />Peril<br />Impatience to see hard evidence and ROI at scale<br />Inconsistent or unarticulated expectations of initiatives and resources assigned to them<br />Policies are not clear, participants are confused<br />FOCUS: Policies, Tools & Content<br />#SMB15 - @TheCR - @rhappe<br />
  11. 11. Phase 3 – Community<br />Power<br />Pay offs realized for the business process the community supports<br />Company has a network of advocates that help with marketing, support, and communications<br />Employees, functional leaders, & customer understand the role of the community<br />Peril<br />Community management de-prioritized because community is ‘successful’<br />Community is still separate from core operations & measurement<br />Management understanding concentrated with too few individuals<br />FOCUS: Community Management & Measurement<br />#SMB15 - @TheCR - @rhappe<br />
  12. 12. Phase 4 – Networked<br />Power<br />Networked business structure enables organization to be the ‘market maker’ for their industry<br />Partners get a high percentage of their revenue through community activities<br />Company has early warning indicators for all market activity<br />Peril<br />Requires strategic, long-range vision of top executives<br />Organization can be controlled by its community without strong community management<br />Tone of engagement becomes critical as it has more perceived power<br />FOCUS: Leadership<br />#SMB15 - @TheCR - @rhappe<br />
  13. 13. Community Maturity Model TM<br />www.community-roundtable.comThank You!<br />

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