The 2012 State of Community Management Report shows that community managers are driving social business adoption.
While many think that “community management” is a tactical job function, Michael Brito believes that those on the front line (community managers) are actually driving social business adoption, whether they realize it or not.
If you read The Report in detail – http://bit.ly/IrhBsz – and also between the lines, it’s easy to come to the conclusion that community management is very strategic and certainly a business imperative.
Community managers do more than just manage a content calendars and tweet all day long.
Many community managers today are already driving fully robust social CRM programs.
They are engaging day to day with the customer.
They are working with technology platforms and sometimes making critical technical decisions.
They are gathering and reporting analytics.
They are creating workflows and feedback loops with other, internal teams (which almost always requires change management initiatives and cross functional/geographic collaboration.)
And, a strategic community manager advocates on behalf of the social customer back to the business; and on behalf of employees back to management for internal community initiatives.
They are doing it all and it’s not easy.
The Community Roundtable’s Community Maturity Model – http://bit.ly/Iridyi – are shown in this Infographic.
The eight competencies on the Y-axis are those that must be addressed in order to build a successful community and social business.
The X-axis are stages of maturity that organizations go through as different competency levels are reached – clearly a very strategic model with community managers in the drivers seat.