Get to the community, chief Executive!

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The community CEO is a great way for big companies to stay productive.

When Jobs returned to Apple in 1997, Apple seemed hopelessly hopeless.

But Pinchot Shaw, a consultant expert on innovation management, believes Apple can revive the dead. "Jobs will once again arouse the community power of the Apple Computer, and his previous few have failed to really understand the community spirit that made Apple a big brand." Engineers who designed the first Apple were very proud of their company's contribution to the community, and they printed their signatures on the first batch of Apple machines. ”

For CEOs of big companies, creating a community atmosphere has become a minimum of leadership art. Lewis Haide's "gift: The Love of Property" book will be based on the "given" economy called "gift economy" to express and exchange the difference between the economy. The gift economy is the basic principle of building a community.

Science is also a community organization, followed by the principle of the gift economy. The highest-standing scientists are not those who have the most knowledge, but those who have made outstanding contributions to the field of discipline. "A knowledgeable scientist who contributes very few to the field of research is unlikely to enjoy honor and status." Hyde explains in the book.

Each employee within the Sun company has its own avatar (similar to a personal icon). The initial incarnation is small and simple, but if a person provides useful information to help other people in sun, the system can gather other people's message of thanks. His incarnation will grow, and as the incarnation grows he will be fitted with hats and clothes, and his stature will become larger. "Sun has grasped the root of community spirit, that is, the improvement of personal status depends on selfless giving, and the idea is deeply rooted in the company's communication system." "Gifford believes that from a community perspective, the highest contributor to community and community membership is the result of an economic stimulus that cannot be achieved."

But the community atmosphere within big companies also needs to be handled with care. The IEA is a small group of programmers from DuPont's fiber optics division, who are working to develop an application called case software. In addition to providing services to the fibre optics sector, the IEA serves other sectors, reflecting the principles of the gift economy. However, when the IEA's membership rose from 5 to 50, most of the group's energy was spent on services outside the fiber sector, when the gift economy was unsustainable. The IEA then transformed itself from a corporate community into an "internal service enterprise", selling its own software to other departments within the company. Subsequently, the IEA's membership increased to 125, providing system development services to all DuPont departments.

Not only can large companies benefit from the community atmosphere, but small companies can also use the community to reduce management risk. The 26-year-old discuz! founder Dai now has 120 employees, but he has little concern about the lack of management experience. "Many of our employees are the original bubble Community and forum, product developers more than 70% are." We trust each other more than the average company, because everyone is from the community. From the perspective of company operations, these people's training costs are very low, as soon as they come to the company can do things. ”

"Most of the company interviewers first look at the skills, the second look at seniority, the third attitude." We are completely reversed, first look at the attitude, the second look at learning ability, the third to see what qualifications and skills. This can ensure that he came in, will not be the original culture and atmosphere of the impact, will only let him very fast integration into the inside. When he comes in, he will be fused, just a grain of water, and he will not see a salt. In this community management, the entrance must be very strict, can not accommodate a person's skills or to accommodate a person's qualifications, so that this person becomes a piece of salt can never be fused. The young chief executive said with deep feeling.

For the vast majority of companies today, they are simply too far away from their users-simply by advertising and by a handful of activities and direct contact with the user. And the only connection is rarely able to accumulate users, usually the end of the activity of those users disappeared. "Why is Apple's marketing so easy?" Because he always has a lot of loyal fans, advertising is only to play an auxiliary role. So the future really forward-looking companies, from the past one-way marketing ads, and then turn to customer interaction. Zhou that the network community is the best tool for future companies to manage customer relationships.

Some big companies have begun to notice the importance of online communities for customer management. Tianya has begun to help businesses build small corporate communities on the horizon, and Qihoo helps companies automatically form their own online communities through their own technology.

But in Drucker's view, the most important information for most CEOs is not about existing customers, but about non customers, and the people behind them are the forces that make the difference. "We know so little about the outside world," he said. Even if your company is a leader in an industry, most people who buy the product or service are not your customers. If you occupy 30% of the market, you are an industry giant, but it also shows that 70% of customers do not buy your products or services, and we do not know anything about them. ”

Drucker believes that all the industry-related and industry-affecting technologies before 21st century are derived from the industry. But the situation has changed dramatically now. "Time has proved that the idea of setting up a large research laboratory is untenable, and IBM's lab may be the last." In fact, the real impact on the computer and computer industry is not from the IBM Laboratory research results. Most of the wonderful ideas from IBM Labs can't be put into the company's operations. If you look at the important industrial changes of the past 40 years, you will find that all changes occur outside of existing markets, products or technologies. No matter what line of work, executives must devote their energies to studying outside the company. "Drucker gave such advice to chief executives.

For CEOs who must know about non-customer information, they are certainly very fortunate to be in the current era. Because it is a time of rapid growth in the online community, most CEOs can stay at home and learn about the behaviour of different groups of people through thousands of online communities.

Go to the forum, chief executives-perhaps a more practical way for Drucker to innovate than to stay in the lab.