PERF RMANCE 04 - The Performance Portal - Ernst & Young

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The new era of community value Connecting many thousands of geographically dispersed global employees can seem daunting. However, two trends ease the difficulty of this task: the first is the rise in self-organized behavior of individuals within the enterprise, and the second is the development of nextgeneration, social-enabled communities which achieve connections and bridge white space. The dramatic and continuing rise in usage of the social web across all demographic groups has increased the everyday employee’s familiarity with transparent, interactive online behavior, leading to an equally dramatic change in cultural behaviors both outside and within the walls of most organizations. As a direct impact of this trend, employees have become increasingly comfortable knowing, and sharing, more about themselves and each other, setting the stage for increased connectivity. Rather than looking to discourage these connections, leading organizations are harnessing this trend by channeling the desire for connection into value-producing communities. These communities may have many purposes — improving technical competency, problem-solving, innovation, customer or partner relationships, or affinity groups, to name a few — but perhaps just as crucially, they serve the vital purpose of segmenting an enterprise of thousands of people into smaller, more human-sized units (Dunbar, 1993). Well-functioning communities are crucial for the formation of well-functioning ties. They can provide a mechanism for “ These communities serve the vital purpose of segmenting an enterprise of thousands of people into smaller, more human-sized units.” employees to build up social capital, form personal networks based on shared interests and experiences, and develop trust with one other. Engaged and vibrant communities can quicken time-to-value for new employees and become an incentive for them to remain, while also serving as a vehicle for capturing and retaining the knowledge of employees leaving the organization — creating greater cultural durability in good times and bad. These communities can become the keepers of intellectual capital, continually refreshing, refining and extending it over time — as well as archiving it via a process that satisfies shifting compliance requirements. They can create a channel for employees to provide value, as well as a channel for recognition of that value in a compelling and credible context — and at the scale and level that has maximum impact on the individual. Communities can also promote innovation. Once formed, many of these communities can — through a combination of active management, competency development, training and engagement programs — be effectively transformed into small startups within the enterprise. Generation and harvesting of pioneering ideas from within and across these “intrapreneurial“ communities can provide crucial differentiation in crowded product and capital markets. And coordinated correctly, this small office culture can be distributed among employees who then feel loyalty to the same set of organizational priorities — no matter where in the world they may sit. For these communities to flourish and provide differential value, they must be explicitly sponsored, appropriately resourced, and actively managed (see Figure 1 and 2). For enterprise executives looking to the future, the skills used in managing and driving internal communities to create value can directly translate into market differentiation. Strong and weak ties already span the boundaries between suppliers, partners and customers — they are not, however, being invested in at a rate or level that equals their potential value. This is especially true with external engagement for those enterprises with historic legacies and flagship brands. By investing in strong community management skills today, executives can take a first step toward developing talented mangers for tomorrow’s external communities.
Connection as competitive advantage Figure 1. Communities follow a life cycle with definite phases of value Building Sustaining Closing/transferring Plan • Identify sponsor and engage stakeholders/core team • Identify business requirements and timescales • Identify success measures • Create community charter Develop • Identify community processes • Identify community business and functional requirements • Build IT systems and processes (conference calls, dbase, etc.) • Define rewards and recognition Implement • Launch community • Train/equip community members • Capture and implement initial lessons learned from rollout Feedback • Meet with sponsor and stakeholders regularly • Survey/poll participants on progress and direction • Monitor usage of technology systems • Review and report against success measures Evolve • Refine/evolve business purpose • Enhance IT systems and processes • Review rewards and recognition in context of participation/results • Standardize approach Ongoing • “Wash, rinse and repeat” the cycle of lessons learned and course corrections Reinvigorate (option 1) • Identify new sponsor and members • Change processes and procedures • Discuss state of community with participants (as they “own” it) Transfer (option 2) • Change scope • Identify other networks to link to, transfer or partner Close (option 3) • Understand why closing is necessary • Have an honest discussion with sponsor, core team and membership • Explain alternatives • Close and transfer knowledge to permanent repository 41
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