1. Enterprise social software can improve
interaction of a
virtual community, but it cannot singlehandedly create the community.
2. Management must provide support of
the community. When a knowledgeable executive sponsor ensures the
community's goals and output are inline with the company, their output will be
taken more seriously.
3. Don't create communities too tightly... The
best ideas may come from outside the direct circle of experts.
4. Make membership in a community a privilege
not a burden. Appoint or nominate leaders (note, not just
companies consider the leaders of communities as top technical authorities of
5. Get communities together periodically.
A live event in person (~once
each year) will
reinforce the importance and the continuous contributions of
6. Lead by example. Management should be
amongst the first to post, and purposely spark replies and contributions from
others. Use the software to improve
7. Host regular online company events where
employees have direct access to Executives so they can ask questions. Salesforce.com hadn’t figured out social as a
management team until they posted notes in real-time from an executive strategy
meeting. Employees were in tune with the
execs and posted feedback as the decisions were being made. Sharing became viral.
8. Solicit a response and interaction, rather than
post FYIs. If posts are just a new way to send blast emails, the validity
of the community and software will be hampered. Red Robin set a great
example for the business use of Yammer by polling restaurant personnel about
cost saving ideas. https://about.yammer.com/customers/red-robin-gourmet-burgers/