We couldn't get anyone to agree that a proactive strategy was necessary/worth the investment. We landed on an approach that basically said "what's good enough for email is good enough for our internal community". This lead to 3 things being implemented: 1) Access to the team that supports Email and agreement to apply a "like" level of service (which is pretty much a report abuse like process), 2) We implemented the "f-bomb" filter that comes out of the box in the admin console (similar to what we already have in email) and 3) we put in a centralized way to manage the "report abuse" button.
Hi Mike, thanks. about how many are on your team to manage the "day to day" of your community? And about how big is your company?
Right now, for my company (size 55k), our breakout is roughly 7 core people, plus some technical folks. We're trying to figure out where the "monitoring" piece lives and how much time it would (or should) take up (we're 5 mos into soft launch right now):
Change Management Lead
Enterprise Community Manager
Business Systems Analyst
+ various technical folks who are testing performance, etc.
What a difference 2 years makes-- we are down to four full time plus 2 consultants (9/2/14) in our core team. The breakout is this:
Enterprise community manager
Business Systems Analyst
2 Developer consultants
Our company has roughly 60K and we have a little different set-up than yours. Here's how we're aligned right now
Core working team - Made up of a group of business leaders and our community sponsor who are engaged and weigh in on priority and overall direction. I manage this team and we meet monthly to discuss progress toward the goals of our community.
Program manager - He leads our internal team below and we meet weekly to game plan how we're going to meet our priorities/goals. As we define the actual initiatives, he will take on the management of our plan/tasks etc to ensure we get things done. He also manages our Jive relationship.
Support team - This is an IT team of 4 that manages the day to day challenges that come up in our community (how-to or technical). They are also our space/group admin training along with our Community Help space. Basically, if things need to get done within the community, this is the team that helps push the boulder up the hill.
Engineering team - We have a small IT team that works primarily automations (such as our profile synch and security groups) and an occasional customization to the product as needed.
None of the teams above are focused 100% on our community although some weeks are more than others. We've had some discussions around whether or not it would make sense to consolidate some of the roles, but for now we seem to like the flexibility we have to scale up when higher priority items come through.
Mike Pallia, which group handles monitoring content? And how often is content monitored (for abusive behavior)? or is that left up to the individuals?
Also, of all these teams that you listed-- how many people are considered to be on your core team (people whose main job it is to support your Jive instance)?
We manage content 2 ways: 1) Store manager training - We teach the admins how to manage their respective containers to ensure they know what's going on and what is being posted in their space or group stores. 2) For consumer complaints (report abuse or other), we re-use our existing process that handles our other communication channels such as phone and email. We actually found it was pretty easy to piggy back on these existing processes since they were pretty much doing the same thing just on a new platform. Since we only have a passive management style, this was a very low drag request to make.
At 15,000 users, we are smaller compared to the previous examples, but this is our set up:
- One Business Manager (that's me): responsible for business adoption of communities and our future social intranet, rollout strategy, organizational change management, and enterprise community management (all in addition to my other job as manager of the current intranet and employee communications.
- One IT Project Manager: overseeing technical implementation, software maintenance, coordinating with other internal IT teams and end user technical support
- Two IT Application Support contractors (One on-shore, one off-shore) They keep our internal hosted Jive up and running and install all the fixes, upgrades and enhancements.
My challenges are I'm spread pretty thin across the business and our app support people do not have Jive experience when they are hired.
thanks, Jesse! It sounds like you've got 4 core people supporting 15k, which I am sure keeps you busy!
Our internal community at HP just crossed over 75,000 users with almost 4,000 activities per day. Since we're not officially pan-HP we focus primarily on sales and marketing for our enterprise group. Currently, about 250 people per day log in for the first time. As far as program structure goes we have changed quite a bit during the last 18 months. During the pre-launch and pilot phase we broke things down to several workstreams including
These working teams were formed by stakeholders from various parts of the business and reported in to the central PMO managing the program and our executive sponsors. As we finished the pilot and focused on building communities and adoption we formed a central WW team to manage the program as a whole and brought in a primary stakeholder from each business unit to be responsible for their communities. These stakeholders aligned to the overall governance plan and had the freedom to use the platform to fit their use cases. Some business groups then created their own structure of community managers and so on while others engage more conservatively. So basically, we went from a centralized to a primarily de-centralized structure. We found the businesses who really leveraged the platform to be comprised of strong social/community advocates just reinforcing that finding the right people in your organization is critical for ongoing adoption and engagement.
Two core handling adoption, community and administrative functions WW and an extended team of business unit stakeholders responsible for the business communities. Would be happy to discuss further if interested.