Page 1

Community Manager Дайджест №10 (2012) Содержание Новости Конкурентов .................................................................................................................................. 1 Howard Smith’s talk 2012 ......................................................................................................................... 1 The evolution of innovation management: Imaginatik's perspective ...................................................... 1 2011 Community Manager Insights .............................................................................................................. 3 Twitter, Twitter, Little Stars .......................................................................................................................... 4 Everybody Wants To Be a Community Manager .......................................................................................... 8 When Open Innovation leads to Collective Intelligence ............................................................................... 9 Результаты исследования предпочтений читателей еженедельного дайджеста ...............................11


Community Manager

Новости Конкурентов Сегодня в номере новости от компании

Howard Smith’s talk 2012 ДАТА ПУБЛИКАЦИИ: March 29, 2012 ИСТОЧНИК: http://blog.imaginatik.com/2012/03/21/open-innovation-today-case-study-howard-smith-csc/ АННОТАЦИЯ: следуя приемру одного из наших конкурентов - компании Inaginatik – предлагаем Вам ознакомиться с презентацией Говарда Смита, CTO CSC European Group, одного из ведущих экспертов сфере IT с более чем 25-летним опытом работы в отрасли, представленную на конференции Open Innovation Day 2012. Видео презентации: http://openinnovationday.net/howard-smiths-talk-2012/

Howard Smith of CSC presented a case study of his company’s innovation platform, built on Innovation Central, at the Open Innovation Today conference in Sweden this week. In this video he demonstrates how Imaginaik’s platform captures ideas in the “fuzzy front end” of innovation and helps people collaborate to transform those ideas into concepts and projects that provide business value Ссылка на презентацию: http://imaginatik.files.wordpress.com/2012/03/85878739-oid2012-howard-smith.pdf

The evolution of innovation management: Imaginatik's perspective АВТОР: Chuck Frey ДАТА ПУБЛИКАЦИИ: July 2, 2012 ИСТОЧНИК: http://www.innovationtools.com/Resources/ideamgmt-details.asp?a=742 АННОТАЦИЯ: предлагаем вам ознакомиться с интервью с Chris Townsend, директором по стратегическому маркетингу компании Imaginatik, в котором он излагает видение корпоративное видение перспектив инновационного менеджмента и оценку будущего компании. Fifteen years ago, Imaginatik was the first company to develop enterprise idea management software, which enabled corporations to capture ideas from their employees and evaluate them in a consistent, meaningful way. Much more than an electronic "suggestion box," Imaginatik's sophisticated tools helped to usher in a new era of idea campaigns, which focused thousands of employees around specific corporate objectives and challenges. Much has changed in the last decade and a half, both for Imaginatik and the enterprise innovation management tool space. Tools are now delivered via "software as a service" (cloud-based) and incorporate social sharing tools to help ensure that great ideas get the support and visibility they need. 1


Community Manager Imaginatik went through a leadership change a few years ago when Mark Turrell left the company. It's now moving aggressively to re-assert itself as a thought leader in innovation management solutions. I recently had an opportunity to talk with he company's director of strategic marketing Chris Townsend about the state of innovation management today, and what's next for the company. Chuck Frey: What has changed at Imaginatik in the last few years? Chris Townsend: Well, for starters, we have some new leadership and investment. I had been following the idea management space for Forrester and saw a lot of promise in Imaginatik. I mean, here you have the company who practically invented the space but needed some fresh direction. So I’m one of a number of people who’ve joined Imaginatik to help drive the next phase of growth here. There were some things that Imaginatik had started to do on an ad hoc basis for example, that we've now made an explicit part of our business model. Frey: Like what? Townsend: We recognized the need to beef up and formalize our client care and consulting area. It was always an important service here at Imaginatik, but we never had a consultant assigned to each corporate account. Now we do, to help them work through the leadership, process and people issues that you inevitably encounter in any kind of game-changing innovation effort. Frey: How has that impacted the way you do business? Townsend: For one thing, it means that we'll focus on fewer clients than we did before. But that will enable us to serve them more deeply, over longer engagements. There are two typical paths for the evolution of a client’s innovation capabilities. The first is when one department or operational area serves as the beachhead for a client’s innovation efforts. Once it has been successfully integrated into that area's operations, our innovation architect can continue to counsel the customer as they expand it into other areas of the company. In other cases, innovation is earmarked explicitly as a top-level corporate priority. A central team or steering committee forms, and they begin to drive an innovation agenda from the top. This approach necessitates extra planning work up-front, after which they typically launch one or more “first” initiatives. Then it’s a matter of working together with the client over time, to build early wins into a sustained program and organizational culture. Regardless of how they start, any organization will be embarking on a multi-stage journey if they are serious about becoming truly innovative. Our mission is to support them at each step along the journey. This has an impact on the way in which we price and package our services. We now approach it as something we call "Innovation as a Service" - a single package that covers the software and our consulting fees, which are tied to specific client objectives for how widely the service will be used, and the business results they expect from their innovation program. Frey: What has been the evolution of Imaginatik's software? Townsend: We've moved beyond the discrete function of idea management to other parts of the innovation value cycle. Idea management is a valuable step in creating innovation, but it can't be a discrete, isolated process. It needs to connect to the rest of the company. One way we're doing that is with our new Discovery Suite, which brings a simple, practical process to the front end of innovation. We're following Rowan Gibson's '4 lenses of innovation' model, which enables our clients to think more strategically about where to look for white spaces and innovation opportunities, and where to place their innovation bets. Our focus today is much more on helping our clients to systematically orchestrate innovation. 2


Community Manager Another way is with Results Engine, a new product that covers the entire “downstream” activities of ideas-to-innovation. Now, as ideas are submitted and evaluated, they can morph into “innovation projects”. In Results Engine, you can manage projects and project teams, and also look globally at the innovation portfolio. All of this is tied back to the ideas and campaigns which created the project seeds. This means we now help our clients track value through dedicated metrics. Results Engine also allows them to manage and monitor the full sweep of the innovation lifecycle. Frey: What does the future of Imaginatik look like? Townsend: We'll continue to build out our client consulting and support area. We realize that so much of a client’s innovation success is determined by the ability to spread a creative, collaborative culture that ultimately contributes to business results. Elisa O’Donnell, our new VP Consulting, is focused on fortifying our “people” oriented innovation services. We're also exploring the development of some next-generation tools that will support real-time collaboration. That's the nature of innovation today - it's very social, networked and real time. We're committed to developing software tools that will enable these processes to be very efficient. Nick Goss, our new CTO, will be leading the development of next-gen innovation products and platforms. Expect to hear much more from us in the near future on both fronts.

2011 Community Manager Insights АВТОР: Get Satisfaction ДАТА ПУБЛИКАЦИИ: January 24, 2011 ИСТОЧНИК: http://www.slideshare.net/getsatisfaction/community-manager-insights-2011 АННОТАЦИЯ: презентация, в которой излагаются основные результаты исследования GetSatisfaction, посвященного анализу результатов деятельности комьюнити-менеджеров за 2010 год и оценке их ожиданий на 2011 год. В работе также представлена точка зрения GetSatisfaction на роль комьюнити-менеджера и основные цели его деятельности. In support of Community Manager Appreciation Day (2011) we decided to ask 15 of the best community managers we know what did/didn’t work in 2010 and what they expect for 2011. So... What is a Community Manager? The role of Community Manager has quickly evolved from a new age social ambassador, a supporting player, to being conductor of the orchestra. Today more than ever before companies are relying on individual customer engagement to cement brand loyalty and leverage word of mouth marketing, The Community Manager has the daunting but essential responsibility of keeping the various resources of the organization in sync and playing to the same sheet music, ensuring that customer needs are met, concerns are addressed, and their product and service ideas and suggestions are brought into the process in order to shorten product lifecycles and better map to needs. If customer service is the new marketing then the Community Manager is the new CMO. Jeremiah Owyang and our friends at Altimeter Group have declared the fourth Monday of every January “Community Manager Appreciation Day.” In support of this year’s event, we surveyed some of the world’s best community managers to better understand their successes, challenges, and what they see on the horizon for 2011. We picked the best answers and included them in this report. Our hope is that you’ll laugh a little, learn a lot, and give a pat on the back to the community manager(s) at your company. You Can Call it George The Community Manager is a jack of all trades and master of many. While the desire to place them in a box on your org chart may satisfy the needs of Human Resources, it will almost never be accurate. To simply say that community management is part of Support, Marketing, or R&D does not capture the value they bring to the organization. The only way to accurately reflect their 3


Community Manager contribution would be to understand that they work at the very edge of your organization, the place where the line between company and customer is blurriest and their job is to understand, manage and stimulate the collective passions of your customers in a way that creates value for both company and customer. You can call it customer support, social marketing or you can even call it George, but if you want to accurately reflect it, then you’d call it what it is, a revolution. The Five Objectives of a Community Manager 1. Brand awareness 2. Customer retention 4. Internal culture building 3. Customer acquisition 5. Customer service

Twitter, Twitter, Little Stars АВТОР: Felix Gillette ДАТА ПУБЛИКАЦИИ: July 15, 2010 ИСТОЧНИК: http://www.businessweek.com/magazine/content/10_30/b4188064364442.htm АННОТАЦИЯ: очередная публикация, повествующая о роли социальных медиа в деятельности компаний различного уровня, успешном опыте их использования или о некоторых ошибках менеджеров онлайн-сообществ в работе социальными медиа. As customers make or break brands online, companies rush to hire social media directors…and figure out what they do Natalie Malaszenko has always loved pets. A 31-year-old resident of San Diego, Calif., she has a dog named Sarge and a cat named Leo. Years ago, when she lived in Texas, she took care of cows and horses and even a stray emu. In recent months, however, since beginning a full-time job at the pet retailer Petco, she has taken on the additional responsibility of tending to a breed of notoriously unruly

4


Community Manager carnivores, capable of scaring off even the most patient caregiver—namely, online commenters. So far, Malaszenko says she loves them, too. Earlier this year, Petco executives appointed Malaszenko to a new—and trendy—job: director of social media and commerce. Across the country, companies like Petco are going through a two-step process. First, they scramble to hire social media officers. Second, they figure out what it is, exactly, that social media officers do. Blending departments—promotion and marketing, customer service and support— and requiring the ability to be shameless boosters while maintaining a light, self-aware tone, the job category is experiencing a boomlet as companies try to keep up with the new media world. The chief social media officer may be supplanting the chief branding officer as the zaniest human resource innovation in memory. Malaszenko's initial assignment was to envision and articulate Petco's social media strategy for the future. "How do we take the great passion that people have for their pets and do something with it in social?" she asks, using the corporate shorthand for social media. "As a team, we figured out that for us it means being a part of these discussions, regardless of where they're happening." To that end, Malaszenko now curates multiple Petco fan pages on Facebook, several Twitter accounts, and the company blog, called The Petco Scoop. "Raising pets is really challenging," she says. "Dogs pee on the carpet. Cats scratch furniture. How do you help people through it and not necessarily say, 'this is the expert advice,' because we all have different opinions. We're just bringing the opinions together and harvesting [them] into a community." The ultimate goal of her social media team, says Malaszenko, is to help the bottom line. "It's about having a conversation," she says. "But it's also about using social to influence purchase decisions....For us, it's about making money, as well." Opportunities in corporate social media are popping up faster than cat videos on YouTube (GOOG). In addition to Petco, in the past few months, Sears Holdings (SHLD), Panasonic (PC), the Fifth Third Bank (FITB), the National Association of Homebuilders, Citigroup (C), Electronic Arts (ERTS), AT&T (T), Fiji Water, Godaddy.com, and the Ultimate Fighting Championship have all sought or hired social media experts. In Las Vegas, Harrah's Entertainment recently circulated a job listing for a "corporate social media rock star." In Chicago, Buick went looking for a handful of "social media ambassadors" to help manage Tweet to Drive, which allows customers to schedule test drives from home via Twitter. At the same time, traditional public relations and marketing powerhouses such as Ogilvy & Mather are bulking up their expertise to fend off social-media-focused startups. Much of the justification for the corporate spending, however, is anecdotal. As company chiefs find themselves chasing another new, new thing in the digital world, they are doing so as much on faith and emotion as on metrics and case history. The hiring spree satisfies two key constituencies: chief executives who can now reassure themselves that they have someone in-house dedicated to catering to fickle, Web-surfing consumers, and self-styled experts in the American workforce finding a way to capitalize on the corporate fever for Internet-a-go-go, Web 2.0. Pete Cashmore, who runs the blog Mashable, is a sort of life coach to the social media industry. Recently he declared June 30 to be Social Media Day. Teaming up with Meetup, a website that enables online communities to have face-to-face get togethers, Mashable helped its readers organize some 700 celebratory powwows in more than 90 countries around the world. In Manhattan, a crowd packed into The Mean Fiddler, a bar in Times Square, to network with their peers over $4 draft beers. At the back of the room, a manager for an eco-consulting firm swapped social media stories with a creative director for a watch wholesaler. Jeanette Espinosa, a 25-year-old "social media project manager," introduced herself to a chatty group and said she did social media work on behalf of an agency that represents various liquor brands. "It's an absolutely booming industry," says Cashmore, whose site includes robust job listings. "There are more positions than people right now. There are a lot of companies waking up to it and realizing that they need to have a social media strategy." 5


Community Manager A long professional track record is not necessarily a prerequisite. Curtis Hougland, the founder of Attention, a New York-based specialist in social media PR and marketing, says the supply of seasoned candidates has failed to keep pace with demand. As a result, a swarm of self-proclaimed social media rainmakers has appeared at job interviews, aiming to parlay a high number of Facebook friends or Twitter followers into salaried positions with benefits—all of which is vaguely reminiscent of the frenzied hiring during the first Internet boom in the late 1990s. "There's a tremendous amount of B.S.," says Hougland. "The company hiring may not have the sophistication in social to verify the person's experience. They may be personally really active on Twitter and have a great blog, but it doesn't mean that they understand how to apply it to a business context." When Malaszenko talks about being part of discussions, regardless of where they are happening, she is not being hyperbolic. Social media experts spend much of their time monitoring software platforms, like Radian 6, that track what is being said about their companies or products in every nook of the Web. The strategic challenge is then to address the rants and raves. While the rules of engagement vary, the general strategy is to amplify the affection, creatively disarm the reasonably disgruntled, and ignore the unhinged. Accepted norms in the analog world don't necessarily apply. After all, if the medium were, say, the telephone, parachuting in on other people's conversations about your company would be considered creepy. Not so on social networks, at least from the companies' point of view, where being intrusive without seeming intrusive amounts to a crucial quality in a social media director.

In the current environment, complaints can go viral fast. Nobody wants to become the next United Airlines (UAUA), which took a beating last year after ignoring a frustrated passenger, a musician who eventually posted a song on YouTube about the airline breaking his guitar. The video has been viewed more than 8 million times and no doubt helped inspire more than one queasy PR department to consider hiring a social media strategist. When they're not out practicing Twitter jujitsu, social media managers craft companywide guidelines and also proselytize within the ranks. Some employees inevitably balk at the idea of tweeting about their jobs because it sounds suspiciously like more work. Others worry—often rightfully—about oversharing themselves into trouble. Last year, James Andrews, a vice-president at the PR firm Ketchum flew to Memphis to talk to employees at FedEx (FDX), one of the agency's largest clients, about digital media. Shortly after arriving in Memphis, Andrews wrote on his Twitter account, dubbed @keyinfluencer: "True confession but I'm in one of those towns where I scratch my head and say, 'I would die if I had to live here.' " Someone at FedEx noticed the sideswipe and took offense, touching off a storm that resulted in an embarrassing public apology on behalf of Ketchum executives. (Andrews did not respond to an e-mail seeking comment.) 6


Community Manager Just as people sometimes type more than they should, companies rolling out a new product on social media can quickly lose control of their message. Last year, prior to launching the 2010 Accord Crosstour, Honda (HMC) set up a Facebook fan page for the model. Instead of attracting praise, however, the forum soon blew up with critical comments knocking the design of the new car, which, in turn, drew a bunch of snarky media attention and plenty of negative buzz. Jim Durbin, the creator of socialmediaheadhunter.com, says experienced social media directors— business strategists capable of identifying a company's needs and solving them using social media tools—can command $120,000 a year and up. Further down the ladder are community managers, who oversee a company's day-to-day social media operations and earn $60,000 to $80,000. Below them are cub Twitter managers, essentially copywriters with little business experience, who typically earn $30,000 to $50,000. The higher-paid directors are often required to justify their salaries with progress reports to upper management and sometimes must fight for the respect and acknowledgement they feel they deserve. Metrics used to evaluate success in corporate social media might include: number of Tweets; number of re-Tweets (a Twitter message that's resent by a follower); instances of "customer recovery," in which an irate civilian is successfully mollified; an increase in the number of Facebook fans or Twitter followers; and the number of photos of your product that have been posted online. "We look for opportunities to take our fans and give them more reasons to share their fandom and express their love for the brand," says Rick Wion, the director of social media for McDonald's (MCD). Wion says he is currently crafting a measurement scale that would compare his metrics to the company's traditional media efforts. Because most of the tools of the profession are free, the new class of social media managers can find themselves stuck with meager operational budgets. One solution is to team up with flush neighbors in the marketing department to create campaigns aimed at converting relevant social media "influencers" (anyone with a bunch of followers anywhere online) into "brand ambassadors" through the strategic deployment of free stuff. Earlier this summer, for instance, Princess Cruises hosted roughly a dozen Twitter-loving travel hobbyists on an 11-day "cruisetour" through Alaska. It's hard to put a value on the results; Rick Griffin, owner of a site called The Midlife Road Trip Show, tweeted to his 20,000-plus followers: "My 'boat ride' was incredible!! Had the time of my life and I gained about 12 pounds :)." Similarly, Ford Motor (F) last year handed over advance models of the Ford Fiesta to a hundred socialmedia-savvy "agents." In a press release, Ford described the agents as "witty, irreverent, and adventurous" enthusiasts who were "socially outgoing, and more than happy to share their opinions" with fellow "Millennials, the next-generation consumer group born between 1979 and 1995." Recently the company announced that if it can get 30,000 people to "like" the Explorer on Facebook, it will give away a 2011 model. The genre of corporate Twitter writing does not, as a rule, lend itself to brilliance. Noteworthiness is not the goal. Diligence and volume tend to be the yardsticks by which one's opus is measured. The prolific Scott Monty, head of social media at Ford, is often cited by his peers as a luminary of the field. On a recent Thursday he oversaw 12 updates on the Ford general Twitter account, eight on the Ford customer-service Twitter, two posts on FordDriveGreen Twitter, and one on FordMustang Twitter. That same day, Monty wrote 38 Ford-related posts on his own Twitter account. Most were aimed at other posters, creating in sum a long string of half-conversations, all of which were successfully innocuous and perfectly forgettable. "People don't trust corporations as much as they used to," says Monty. "They trust third-party experts, and they trust people like themselves." He believes that Ford's social media strategy is "humanizing" the company by using platforms like Twitter. "Ultimately, it's the most personal of all the social networks," he says. "It's one-on-one communication in the public square. It gives a person the satisfaction of having interaction with a big company like Ford and of being listened to. And it also shows the public that we're listening and that we get it." 7


Community Manager As Ford and others listen harder, the social media job category, which hardly existed five years ago, should continue to attract refugees from various sputtering corners of the economy. A decade ago, Malaszenko could hardly have predicted that she'd now be heading up Petco's social media practices. "This is a career path that I sort of fell into," she says. "I originally was working on a PhD in cognitive neuroscience."

Everybody Wants To Be a Community Manager АВТОР: Marko Valentić ДАТА ПУБЛИКАЦИИ: February 08, 2012 ИСТОЧНИК: http://www.thebeginner.eu/lifestyle/730-everybody-wants-to-be-a-community-manager АННОТАЦИЯ: публикация, рассказывающая о таких преимуществах работы комьюнитименеджера, которые могут побудить буквально каждого человека пожелать присоединиться к представителям данной профессии. Why is online community management such a hip occupation among today’s young professionals? Fast paced surroundings that emphasise the need for fresh and reliable information have served as fertilised ground for the new career opportunities in online community management. Open online platforms allow their users to freely participate in the public debate, suddenly allowing everyone the opportunity to speak their minds or support the opinions of others - forming a type of community. Although not yet called community managers, the individuals who first satisfied this role answered the need to moderate and supervise various Bulletin Board Systems (BBS). It became evident that someone was needed to moderate forums and online discussion groups due to the potential misuse by users. Through time and following the expansion and development of online services, the role of community managers became more complex. Social media, as a fast growing community generator, enabled a whole new dimension of the market to develop. It created an environment where the information – both good and bad - is shared. As social media grew in popularity, various interest groups recognised the need to participate in the sphere and kept in mind the power of the word of mouth, which now acquired a new image. Trans-discipline skills The basic task of community managers is to successfully maintain, foster and encourage good relations between the organisations and its online community. The importance of these activities is clear in itself, but it raises the question of who should be performing this ‘relations maintenance’, as it sounds like a public relations task. Getting to know the organisation’s stakeholders and forming a message according to its needs and the specifications of the channel, is indeed more in the domain of PR. The real challenge, however, rests in the ability to influence, amuse, and inform a specific audience while taking into account the psychological characteristics as well as the rules of the online world. At times social media could also help the overall marketing or awareness campaign, but this assignment requires marketing skills, making it obvious that managing online communities demands trans-discipline knowledge. Nevertheless, the purpose of community managers best fits in the world of PR – the sector it naturally follows. In considering this, jobs for communication managers should mainly be aimed at communication specialist, as it involves the creation of a strategic approach including the formation of a message, maintaining relations, and predicting future trends. It is thus up to public relations professionals to educate themselves about new forms of communication and stay in touch with new trends. Likewise, strategic planning should be a significant part of their profession. It is inevitable that online community management will just gain in relevance, as it provides easier ways to identify and contact certain audiences.

8


Community Manager Information junkies Daily supply of fresh news has become an imperative that forms a culture of information, almost a dictatorship. Being able to access different types of information opened a new page in the hunt for knowledge, while the speed of the globalised community shortened the consumption time. Social media fits perfectly into this mosaic, offering fast, short, and amusing information that satisfies user needs. Smartphones and tablets enable users to be connected all the time, making them feel like they are missing something while being offline. There could be new conversation topics or ground-breaking events that are trending in the online sphere, a fixation that will most likely only become more common. The occupational demands include the ability to multitask, natural extroversion, and an advanced sense of empathy. The winning combination of characteristics needed for the management of an online community seem to be best satisfied by women, who currently outnumber men as community managers. The average community manager is presumably an information junkie, constantly monitoring news, and producing their own content and expecting feedback. Online influencers do not hesitate to create a social experiment solely to see the public’s reaction. A successfully placed and acknowledged meme is a common personal satisfaction for them. Community managers thus often end up living their jobs – working hours that never end, addressing the needs, questions, and demands of the community. Hip it may be, but with such diverse and demanding requirements, not everyone has what it takes to be a community manager.

When Open Innovation leads to Collective Intelligence АВТОР: Marko Valentić ДАТА ПУБЛИКАЦИИ: March 27, 2012 ИСТОЧНИК: http://www.desinfoxica.com/2012/03/when-open-innovation-leads-to-collective-intelligence/ АННОТАЦИЯ: статья, в которой описывается связь, существующая между открытыми инновациями и коллективным интеллектом. Автор излагает позицию, согласно которой открытые инновации понимаются как практическое воплощение коллективного интеллекта, и описывает основные вызовы, с которыми сталкиваются компании при работе со знанием и идеями. As far as we consider the Open Innovation and Collective Intelligence correlation, there is a common supposition that Collective Intelligence assumption culminates into Open Innovation initiatives, under certain conditions, of course. But what if we reverse the equation? Does an Open Innovation (in general or a concrete initiative) lead to Collective Intelligence sprouting within the organisation ? When, if so? If we scrutinise the Open Innovation approaches, they seem all to conclude with placing the new product on the market, I think there is “life” beyond that. In a recent article “The Achilles Heel of the Internet” we read: “The “wisdom” of the network depends on the number of nodes that exchange information, the number of connections between nodes and the strength of these connections. Collective intelligence is a phenomenon that arises from the aggregation of these factors. The increase of the potential of collective intelligence is exponential. This means that in a hypothetical initial situation with few nodes and few connections, the increase is very slow and almost flat. At the time it reaches a critical mass of nodes and links, the increase of potential is triggered and the value of combining the pieces of information is much greater than the sum of these.” 9


Community Manager Well, from my point of view Open Innovation has a very practical implication for Collective Intelligence creation within organisations. It’s impossible to overcome both information needs and information overload using only internal resources of few departments. There is an outbreak of Crowd-based initiatives, and new approaches for a next-generation innovation paradigm in the Digital Economy just link so called “Embedded Innovation”. But what we really need is to generate mecanisms and pipelines to use and re-use the valuable information that comes up across the Open Innovation environments. Internal and external communities can bring real value to our organisation by providing ideas and feedback for the innovation pipeline. But surely it requires some deeper understanding of the Information-Knowledge transition and answering some tough questions. How can a decentralised set of networks composed of interconnected nodes convert information into collective intelligence? Which way the information and knowledge travel from Open Innovation communities or from Crowds to the organisation’s “knowledge bank”? Does this information need some special treatment, filtering maybe? First we need to understand the power and precision of Open Innovation in the network economy. At the end it’s all about Knowledge generation and management. Open Innovation and networked knowledge exchange are important means to remain competitive nowadays. More and more companies use Open Innovation(in particular Crowdsourcing) as a form of ideas and R&D gathering, but that does not always include the tacit knowledge “takeover”. The handling of Collective Intelligence in organisations involves several challenges. First, the more people you engage the more difficult it gets to evaluate and give feedback on all information that penetrates your organisation. We need different channels to make the information, knowledge and ideas flow at right directions. But above all, you have to establish right Open Innovation communities, both internal and external, that will contribute to improving your internal Collective Intelligence. Second, larger organisations typically have numerous and diverse knowledge needs throughout the organisation departments. Defining the amount of useful knowledge generated by Open Innovation is a critical success factor to focus “reasonable” efforts on the relevant themes and challenges. Third one…, obviously it’s really about the results and the strategy! So we need to look beyond the Marketing and, for sure beyond the IT solutions. There is a need of an infrastructure with guidelines and processes that is integrated with the overall innovation and collaboration efforts and aligned with organisational culture. But only if it’s strategically useful and under condition of flexible and scalable IT tools. Remember, the IT is a support, not the core of your Knowledge Management. A fourth challenge is to engage our employees, collaborators and clients to come up with new filtered information and to convert it into the Collective Intelligence. Sometimes it is even easier to make the external community participate, particularly when the members came from Open Innovation Networks, than to motivate our staff to become engaged to that particular “sharing culture”. “Keep your biggest fans coming back regularly and give them a reason to recommend your community to peers and friends. To do this, you need to first create consistently compelling content.” Final challenge is simply to know when to stop. Or to change the course. The collective wisdom of the organisation is a huge asset in the fuzzy front end. Making the Open Innovation work for the reinforcement of organisation’s Collective Intelligence is intended to provide a comprehensive approach to a difficult, challenging, and significant problem for organisations, the problem of how to manage effectively all information that flows among the OI community “radars”. OI initiatives are more and more commons so I think that soon we’ll get some answers.

10


Community Manager

Результаты исследования предпочтений читателей еженедельного дайджеста В предыдущем выпуске дайджеста мы предложили Вам принять участие в исследовании, посвященном анализу поведения и предпочтений аудитории читателей еженедельного дайджеста с целью выявления перспектив его совершенствования. Благодарим всех участников опроса и предлагаем ознакомиться с основными результатами исследования. Метод исследования: анкетный опрос География исследования: г.Москва Целевая аудитория: сотрудники проектного департамента и другие работники компании Witology, получающие еженедельный дайджест “Community Manager” Особенности выборки: 10 человек, или 71% целевой аудитории Результаты исследования: 60% респондентов отметили, что прочитали не менее двух выпусков дайджеста, причем две трети из них прочитали все выпуски дайджеста. 40% опрошенных прочитали не более одного выпуска дайджеста, в том числе 10% намерены прочитать.

В рамках опроса респондентам было предложено оценить по пятибалльной шкале качество подбора и способ подачи информации. Выяснилось, что наиболее высоко читатели оценивают разнообразие тематики дайджеста (средний балл – 4,56). Востребованность информации в работе оценивается в среднем на 4,22 балла, наименьшее количество баллов соответствует ответу «удобство подачи информации». Согласно ответам респондентов, наиболее полезной в повседневной работе оказалась информация о ролях комьюнити-менеджера (77,8% опрошенных), а также информация о принципах и стратегиях управления сообществами и профессиональных качествах комьюнитименеджера (по 66,7% опрошенных). Наименее востребованной у опрошенных оказалась информация о новых книгах по управлению сообществами и основных обязанностях и компетенциях комьюнити менеджера (11,1% и 44,4% соответственно)

11


Community Manager

По данным исследования, 70% читателей дайджеста “Community Manager” заинтересованы в дайджестах на тему “Crowdsoursing”, 60% - на тему “Social Organization”. 50% опрошенных отметили, что хотели бы получать информацию о Mass Collaboration.

12

Social Organization. Digest. Vol.10  

Witology. All Rights Reserved

Read more
Read more
Similar to
Popular now
Just for you