Using Social Communities in Product Development

Social Communications as a Competitive Advantage

Resetting Strategy, Organization and Execution Through Community

2012 Annual Conference

Jeanne Bradford
@jeannebradford
TCGen, Inc
Cupertino, CA

May 2012

April 8, 2013 www.tcgen.com - @jeannebradford 1

Social Communications – Yikes!

A common interpretation of social media – especially for the enterprise


Social Communications – Yikes!

A common interpretation of social media – especially for the enterprise
• We’re not talking about FaceBook & Twitter

Path to accelerate positive results across your business

Social Technologies, Competitive Advantage?

Making better decision faster

*Barry Libert

Collaboration High quality data

Social technologies is not a fad -
Companies that figure this out will win, those that don’t will spend valuable time
and resources trying to catch up.


Navigating the Social Maze


TCGen: Innovating Products Faster

• Silicon Valley-based management consultancy
• Practice Areas: Strategy, product creation best practices, product definition,
predictive metrics, change management
• Combine experience with contemporary best practices to create lasting change

40 graphical tools:
• Strategy
• Management
• Execution
• Organization
• Process

Social Innovation Best Practices
Benchmark Study

10 best practices for Strategy, Management & Execution


The Enterprise Social Landscape

• Organizations are applying social technologies broadly across the company.
• Recent data indicates that investment is increasing.
• Companies know they need to invest – the challenge is how to get started and be effective with their
investment.

Execution

Organization
Strategy

Babson/Mzinga Social Media Usage Report


Social Media Concepts: The Basics

• Social Communication: Engagement and interaction with
clients/customers, partners, employees, and competitors through a
platform.

• Social Technology: Tools and applications that facilitate the creation
and exchange of content.

• Communities:
• Purpose driven to provide focus, engagement
• Value for all participants (WIIFM)
• Allows multi-directional communication flow – “cross talk”
• Structure: Open, Closed, Expert

• Innovation (our context): A new concept with significant business
relevance

• Social Innovation: Innovation leveraging Social Media Technology


Collaboration: Effective Communities

• 5 characteristics of effective communities
1. Well defined, shared objectives (mutually beneficial)
2. Proactively managed (community manager)
3. Vibrancy (relevant content)
4. Acknowledge/reward participation
5. Data generated is actionable

• Communities are organized in different ways to accomplish different objectives
– Participation
• Crowd vs Expert
– Focus
• Problem vs. Solution


Community Organizing Principles

Experts
Participation

Closed

Open

Problem Focus Solution



Experts
Participation

Closed

Open




Experts
Participation

Closed

Open


Not one way to organize, but successful communities are well defined


Social Community Matrix

• What is the tool? Social Community Matrix
o Constructs the most effective community for the problem you’re trying to solve.
o Organizes by focus and participation.
o Focus refers to the overall objective of the community.
o Participation: identifying the most qualified voices
o Allows you to come up with specific solutions for a well-stated problem.
o It’s a myth that social communities should be open to anyone with an opinion on the problem
• Benefits
o Allows you to quickly define the right type of community to create based on the problem
o Accelerates results by increasing focus on the most important issues
o Provides an effective tool to gather the collective intelligence
o Minimizes “noise” that comes from data overload


Social Community Matrix


Social Innovation Readiness Score Card

• What is the tool? Social Innovation Readiness Score Card
– Decision-making tool that provides an objective view of their organization’s
capability for successfully implementing social technologies.
– Helps you determine whether or not your organization is prepared to
launch a community.
– Allows you to identify the critical areas that many organizations overlook
and the weak areas that you need to address prior to launching a social
development initiative.
– The scorecard is a spreadsheet that you develop with a group process.
• Benefits
– Provides a new methodology for accelerating innovation
– Identifies strengths and weaknesses that will impact your probability of
success
– Helps you avoid mistakes in the implementation process
– Creates a framework for managing the implementation of social
solutions


Poise Your Team for Success


Social Innovation Readiness Scorecard


Poise Your Team for Success


Applying Collaboration:
Community Driven Strategy & Tactics

• Community driven corporate product strategy – with 80%
of the priorities aligned with external input
Practice

• Allow users to influence product development at many
levels – strategic and tactical
Goal

• Up to 80% of user driven priorities are implemented
Results

Allowing customers & partners to set development direction, priorities, and feature definitions via
communities demonstrates how voice of the customer can be obtained at many levels efficiently


Collaboration Solutions & Dedicated Team

• Formed a small group to serve as an innovation management team.
• Use out-of-box platforms to quickly harness innovation on new
Practice problems within large, distributed organizations.

• Collaborate and innovate more quickly across very large, globally
dispersed teams.
Goal

• The team, formed to drive innovation, was widely tapped to help
many of the operating businesses achieve their innovation goals.
Results • Standardized platforms allowed flexibility to customize, while allowing
data sharing across the global organization.

Typically innovation programs require a long time to get up and running even if leveraged by
technology – but there are rapid deployment solutions available.


“Expert” Sourcing: Optimizing the Crowd

• The best ideas come from the best people. Quality trumps
quantity. The best systems start with qualified participants and
Practice then track the participation and quality of ideas.

• Maximize the quality of data generated by a community to drive
decision making & execution
Goal

• Qualified participants yield a much higher quality of data.
Additionally, with the use of subject matter experts, learning
Results curves for subsequent campaigns are shortened.

There is only wisdom of the crowd if participants are qualified to contribute

Summary

• Social technologies in the enterprise are not a fad!
• Can be applied to Strategy, Management & Execution
• Lack of community purpose and vibrancy is a common reason for failure
• Not all voices are created equal: Crowd sourcing vs. expert sourcing
– You can generate high quality data
• Changes in the balance of power and decision making in companies


How Can I Help?

Jeanne Bradford
@jeannebradford
jbradford@tcgen.com
408.828.5168

TCGen, Inc
Cupertino, CA
www.tcgen.com


Using Social Communities in Product Development

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