Shared Services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. The key is the idea of ‘sharing’ within an organization or group.
Background
As the title suggests, this is the third and final part of my Lessons Learned series and where I’ll propose the business model I’ve come up with. Here’s my previous related posts:
Monitoring the social software market. Using Radian6, I would create a Topic Profile including keywords for social software vendors / providers like Socialtext, Atlassian, Blogtronix, MindTouch, Cynapse, Liferay, Vignette…
Filtering out and tagging relevant buzz about product features and directions across the market
Offering free service exporting tagged content and publishing on blog
Offer monthly fee-based services where I would:
Net out tagged content with respect to product features and publish on permission-based site (Say for example there’s a few posts about “permissions”. I would then write a 1-liner describing the “permission feature” and link to the original supporting content published Step 1.3)
Offer hourly, or, tiered fee-based services where I would:
Collaborate with respective social software vendors’ / providers’ (Customers’) Product Managers to determine which features described in Step 2.1 should be elaborated
Engage with original content authors and elaborate on product features selected in Step 3.1
Privately share results of Step 3.2 with respective Customer Product Managers
Collaborate with respective Customer Product Managers to determine which features described in Step 3.3 require further assistance / services
Other variations
I could resell Radian6 Seat licenses – governed by certain permission restrictions and share my Topic Profiles for those:
Customers whose only pain is the cost of Radian6 (who can then determine later on if they want Steps 2 and/or 3)
Potential colleagues who would collaborate on Steps 1, 2 & 3
Thoughts?
What do think? If you’re a social software vendor/provider, is this a service that may be of interest to you? Do you currently have a Product Manager? If so, is your Product Manager able to keep up with the social content? Do you see the any value in consolidating the redundancy? Do you see where it really is just a matter of per·spec·tive? Where …
one piece of content can yield dividends for many investors
I’d love to hear from you folks in the field & prove there is a way we all could succeed at doing more with less.
per·spec·tive n. Subjective evaluation of relative significance; a point of view.
Perspective
Background
In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated a common theme I noticed in Gartner’s Magic Quadrant for Social Software. That theme basically stated that many social software providers’ ability to execute may suffer due to their lack of resources, or, size does matter – according to Gartner. To address this issue, I posted my Trial offer to test the Social Content 2.0 Circle of Life where I proposed the services of a new player – the Community Product Manager. And finally, after receiving some much appreciated feedback, I followed-up with my Lessons learned from Social Content 2.0 Circle of Life – Part 1 where I clarified the distinction between a Community Manager, Product Manager and a Community Product Manager. In this post, I’ll focus on what I discovered during that trial week by presenting some concrete examples and how I think it fits into the big picture.
A fleck of paint
Recently, there’s been a lot of news about Space Junk;
In June 1983, the windscreen of the U.S. space shuttle Challenger had to be replaced after it was chipped by a fleck of paint measuring 0.01 of an inch that impacted at four kilometers per second.
So here’s my fleck of paint: For the purposes of discussion, I purposely selected trivial content in order not to distract from the point I’m trying to articulate. For now, you’ll have to trust me about the volume of content flying around in cyberspace 🙂
It’s really a matter of perspective
Here’s some content I found using Radian6 during the trial period and a few different perspectives:
Scenario 1: Broadcast of new feature to anyone listening for Socialtext
Tweet from pascal_venier on Feb 28, 2009 02:48 PM
Studying Socialtext wiki automatic “Email notification of Recent Changes” to your inbox. A nice feature. http://twurl.nl/ypcmoj…
Perspective
Possible reaction
Anyone connected to Socialtext
May retweet
Competitor’s Customer
Compares to current experience and may contact support, or, retweet
Competitor’s Community Manager
May need to ask Support about feature and if it exists, may tweet their own spin
Competitor’s Community Product Manager
Compares to current feature-set & if it exists then tweets their own spin else documents 1-line User Story. For example: “As someone interested in the contents published on a particular wiki, I’d like to receive email notifications of updates on a scheduled basis, so I don’t have to visit the site to ensure I have the latest content.”
@Liferay Our business problem… “News” both organizational and departmental. Need to display “all-in-one” and “by department”.. thoughts?…
Perspective
Possible reaction
@Liferay (Perhaps Community Manager)
Depending on their role, may forward to Support, or, Development
Anyone listening for Liferay
May retweet & contact Support too
Competitor’s Customer
Compares to current experience and may retweet & contact Support too
Competitor’s Community Manager
May need to ask Support about feature and if it exists, may tweet own spin
Competitor’s Community Product Manager
Compares to current feature-set & if it exists then tweet their own spin else documents 1-line User Story. For example: “As an author, I’d like to publish hierarchical content, so that groups based on the hierarchy have permission to read it.”
Scenario 3: Blog post targeting sought after project management features and referencing a few social software players
The Best and Worst Project Management Apps posted Feb 08, 2009 05:17 AM
… But there are a number of organizations that command large amounts of cash who need to procure project management systems for their divisions around the world. This includes NGOs, Government Agencies, International Schools, Non-Profits and more. In these harsh economic times, businesses should be looking for ways to tap into new markets. Most emerging economies still have nearly 100% room for growth, if only developers take into account their needs and circumstances.
Do any project management products exist that are ready to serve this multi-billion dollar sector?…
Anyone associated & listening for any of the above organizations
Compares to current experience and may comment, tweet, or, contact Support too
Competitor’s Customer
Compares to current experience and may comment, tweet, or, contact Support too
Competitor’s Community Manager
May need to ask Support about features and possibly comment/tweet their own spin
Competitor’s Community Product Manager
Compares to current feature-set & possibly comments/tweets their own spin else documents 1-line User Story for each missing feature. This example is really about architecture: “As an emerging market decision-maker for social software selection, I need a self-hosted solution, so my users need only intranet access since Internet access is not always available.”
Do you see the pattern?
Assuming the organization has a Community Manager then there may be an overlap in responsibilities with a Community Product Manager. However, this can be easily addressed with a little bit of collaboration. However beyond the overlap, a Community Product Manager could potentially extend the above scenarios by:
Reviewing User Stories with their counter-part Product Manager & determine any course of action
Engaging with the source and/or user community to elaborate and document the feature requirements
Supporting the Product Manager in the feature development lifecycle thereby completing the Social Content 2.0 Circle of Life (see post title)
Panning the River of News for gold
However, the most important pattern that emerged and lesson I learned was the one of Perspective. No doubt, even with the help of Radian6’s River of News, there’s a lot of work involved in mining for gold nuggets in cyberspace. But the beauty of striking these nuggets is that they’re environmentally friendly – they’re reusable! As illustrated in this post, one piece of content can yield dividends for many investors. It’s just a matter of perspective.
Up next
My next post will propose a Community Product Manager business model. I’d love to hear any of your ideas and will be more than happy to attribute and share them here.
Reflection
Do the above scenarios and quotes help in providing concrete examples of where a Community Product Manager can add value to your development process? Do you need more? Do you have any examples of your own you could share with me?
Disticntion between a Community Product Manager and a Community Manager
Can’t justify business case for that role
Community Product Manager versus Community Manager
Despite my attempt at defining the former, most thought I was offering the services of a Community Manager. To be clear, my understanding of a Community Manager is based on Chris Brogan’s post Essential Skills of a Community Manager. Here’s a quick summary: Community Managers
are like a good party host mixed with a fine restaurant host.
must be experienced communicators
are ambassadors and advocates in one
are bodyguards and protectors
must build actionable reports
cultivate internal teams for further support
On the other hand, there’s Pragmatic Marketing’sProduct Manager definition which can be illustrated as;
Pragmatic Marketing Framework
In my opinion, while a Community Product Manager is in between these two roles, it’s much more aligned with the Product Manager’s, except, it’s outside the development organization’s firewall. Which means, a Community Product Manager could potentially assist the Product Manager with the highlighted areas illustrated above.
Can’t justify business case for that role
In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated Gartner’s findings that many social software providers / vendors may suffer from lack of resources. And while I received a bit of flack for the “size matters” point, I still believe the Community Product Manager role need is there – to some degree, which I’ll save for another time.
Up next
In my next post, I’ll focus on the content by presenting some concrete examples of what I discovered over the past week & how I think it fits into the big picture.
Reflection
As always, all comments are welcome.
Thanks again to those who shared their thoughts and a special thanks to Alora Chistiakoff over at Social Computing Magazine for suggesting a few concrete examples will help clarify matters.
More on infusing community and product management for social software development. Read on and email me at steven@stevenmilstein.com if you want to participate in my free trial offer.
Circle of Life
Background
I recently posted How to infuse Social Content 2.0 into your social software lifecycle where I mentioned 38 social software companies reviewed in the Gartner Magic Quadrant. I then went fishing for Comments by tweeting all those names and more (see tags listed below), with a link to the post. Good, or, bad, almost immediately, three of them left comments plus one sent an email plus another responded with a few tweets. I’m guessing that means their listening for their brands. I’m also guessing that the others may either not be listening, or, are too busy to get engaged – even with the post being resyndicated at Social Computing Magazine the very next day! As a result, I feel its time to stop blogging about it and start delving deeper into my theory.
Definitions
Social Content 2.0: Content derived from the spontaneous, effortless, contagious and insightful use of social software. This content flows independent of the networks, platforms and tools themselves and is solely driven by the interests, concerns, opinions and experiences of the community and their desire to contribute.
Community Product Manager: A new type of product manager whose primary task is to listen, engage and represent the stakeholders outside the software development organization and help communicate this nurtured Social Content 2.0 into the agile development process.
Social Content 2.0 Circle of Life: Harvesting Social Content 2.0 from both the outside and inside of the organization to feed further development and support of it’s products and/or services, in turn producing it’s next generation.
Tools supplied by Radian6
I’ll be using Radian6‘s social media monitoring solution to harvest the social content.
Free Trial Offer Iterative Process
Select social software vendors based upon their interest, ability to assign owner on the inside to collaborate with me and timeliness in replying to my offer
Configure Radian6 for social software market place and filter for selected vendors
Discover the content and it’s contributors for five business days
Analyze trends, keywords, level of engagement for five business days
Blog about market-level results on my site
Blog about vendor and product level results on vendors’ extranet, intranet, or some other private space
Service Offering – Post Trial Offer Iterative Process
Collaborate with traditional product manager representing outside stakeholders
Participate in development process as required
Engage with community contributors as required
Reflect with respective community contributors
Trial offer
So how pragmatic can a Community Product Manager be? If you’re a social software vendor and prepared to collaborate with me, let’s measure the fruits of our labour. To be clear, my resources are limited, as I’m sure yours are too, and I cannot possibly agree to help everyone that responds. So if you’re as serious about this stuff as I am, then please do not hesitate to respond and lets get going. You can email me at steven@stevenmilstein.com.
SERVaaS – Service as a Service?
If all goes well, then I hope to have a better understanding of the demand for Community Product Managers and the viability of offering the above services. Once I have a few customers in place, then taking it to the next level is already the subject of sleepless nights in Montreal and will have to be saved for another post down the road.
Reflection
What do you think? Are you in development? Do you think there’s a place in the software development lifecyle for Community Product Managers? Or, are you a stakeholder on the outside yearning for a(nother) voice on the inside? Either way, please comment, share with a colleague, customer, developer and help get those email requests coming in.
More on how to infuse Social Content 2.0 into your social software lifecycle
One of Twitter’s endearing qualities is simplicity. After it’s “@” (Reply), or, “D” (Direct message), you have the remaining 140 characters to get your message across. Another powerful aspect of Twitter is it’s ability to broadcast, as well as, persist these messages. This means that anyone can pick up on a previous conversation and breath new life into it.
Traditionally, if you’re in customer service, or, support, this is probably the last thing you want. Imagine you’ve been working on an open “ticket”, playing round robin with the customer and perhaps development, you finally close the matter and someone, out of the blue, shows up with a new wrinkle. You may never be able to close a ticket again.
Granted, I’m pushing it a bit, but not much. The primary issue here is, Twitter is unstructured and traditional customer service and support need structure. And for good reason too! Customer service and support are legally binding. Customers pay money, in one form or another, for support and perhaps maintenance of the product, or, service. Once we, as providers of these products, or, services accept our customer’s money we are on the hook to deliver for a certain period of time.
So how do we convert this Social Content 2.0 that lives not only in Twitter databases, but in all the social networks, from casual conversations into legally binding action items? My guess is you don’t. I think if you try then you’ll stifle the casual conversations and pollute your service/support systems.
This is what I think you need to do with your customer service and support folks:
1. Explain to them the journey they are about to embark on in the new social networking frontier.
2. Take the time to onboard, or, train them on how to the tools.
3. Encourage them to use the tools in their personal lives first so they can appreciate their new found power and enlightenment.
4. Arm them with a core message so they’ll always know how to handle themselves. Read Chip & Dan Heath’s book Made To Stick about Southwest Airlines’ “THE low-fair airline”.
5. Follow other companies leads, like Dell, and create their social network accounts with their real names suffixed by the company name. For example: DirkShawVignette. Real people want to relate to real people. Not silly unprofessional icons and bizarro, or, no empty profiles.
6. Create a company web page listing all of their accounts so others can a) validate these people actually work there & b) discover more Twitter accounts to Follow. Look how Radian6 does it. Look to them again when you’re ready to scale your monitoring process.
7. To protect the richness and integrity of your Social Content 2.0 and not blur the line between it and your customer service and support systems, I would move some of traditional inside the firewall systems to the outside. Moving to transparent development means anyone, customer, or, not, can participate in the development and debugging process. That means you can see any defects already discovered in the system along with the internal and external conversations revolving around them. The same for feature requests. Maybe someone already asked for exactly the same thing, only slightly different. Go ahead and add your $0.02. The same for usability features. Maybe you’re having trouble with a particular feature. Could it be you’re the only one? Maybe, or, maybe not. At least you can check it out for yourself.
My guess is you’ll see a reduction in backend customer service and support costs, an increase in overall customer satisfaction and a happier, more fulfilled development team that’s not only more in touch with your market but also your new flock of evangelists.
IMO, of course 🙂
Off you go now. Good luck trying to fit this into 140 characters. That’s what tinyurl is for.
Thanks for inspiration! I’m going to blockquote this stuff and repost on my blog.
The rumors were true. There are layoffs & I’m among them. I have until 6 Feb 2009 to find a new job within IBM, or, yada yada yada. This is the second of two posts I’d like to share with you about my experience inside Big Blue. It’s all good. Here is a cleansed version of my 25 Sep 2008 internal blog. (All internal links have been removed.)
More on IBM Values
Reasonability prevails
A pattern was developing in my job search. It started back in the summer – Q3 2008, when I heard how I could potentially fit into a Product Manager role but there was a hiring freeze. As a result, my profile would be moved to the “keeper pile” & I should get back to them in Q1 2009. While it was nice to know I was a “keeper”, Q1 2009 was not going to work for me. Another potential opportunity ended with a reason code of “we can only hire within our group”. Not good. The third point in this pattern emerged when I spoke to another unrelated manager – John Steinbacher, who stated – with all sincerity, that my being given six weeks to find work in Q4 is pretty much a death sentence. Barring a few exceptions, the standard practice is to lock down all spending – including hiring in every Q4. So it was suggested to me to ask for everyone to be reasonable.
And that’s what I did. I spoke to my manager Robert St-Laurent and then spoke to his new pier Christopher Flynn – who just happened to be visiting the Montreal lab on the following day. After confirming with Robert, Chris agreed that it wasn’t reasonable to expect someone to find a job in Q4 when he wasn’t even allowed to buy a pencil. So, I now have until end of Jan 2009 to find a new job, or, else yada, yada, yada. Of course in the meantime, I’m going to have to earn my keep while I continue the job search & we’re now in the process of defining exactly what that is.
So once again, my faith in IBM management and IBM Values has been boosted. Thanks to all for their respective reasonability & John for encouraging me to push back!
Next up
With 6 Feb 2009 coming up fast and a global financial crisis settling in, my next post will be about my evaluating where I am & how I plan / theorize how to get to where I want to be.
Reflection
Do you think social networking tools like your blog, LinkedIn, Facebook, Twitter, or, some other web 2.0 tool would facilitate you moving on, or, distract you?
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=9b756bd7-0ded-4ffe-bc9c-009e56c76ca1)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=77944696-f4c2-436c-95be-8aa27033ec59)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=a0466398-f1e1-4f73-9311-44e081bfff8f)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=88d07612-1415-458e-928d-26ce8c96d13d)
