The Value of Community Management 3.0


The First Beneficiaries of a Powered-Up Community Manager are the Internal Team Members.

Recently, we brought together some of Social@Ogilvy’s digital strategists to explore the role of the community manager 3.0. What is Community Management 3.0? Today’s best version – what does it look like? One thing we know that’s for certain is that the role is changing into something bigger.

We started by writing a job description for the Community Manager 3.0 role.

Ugghh, right? It’s three whiteboards wide. Now six… You’ll find such headlines as writer, account rep, editor, content manager, media buyer, proofreader, budget cop, traffic cop, editor, copywriter…. Yes, they’re going to wear many, many hats, we get it.

That’s the danger, isn’t it? How can one role reasonably comprise entire disciplines?

See, the job description exercise doesn’t provide an accurate measure with regards to who and what Community Manager 3.0 really should be. Wearing many “hats” is not a good metric. We cannot squeeze more value out of a role by requiring people to just be good at more things. (If we did, then we ought to give them a three-page description, and a superhero cape, and a seven figure package. Think about it.)

We found that we have to focus on internal value, not hats. We have to ask: what value do I want this person, this role, to bring to my organization? Today, we should expect a ton of value, and the first beneficiaries should be the internal team.

Are they bringing new community insights to the overall strategic effort? Are they piping up when new data might suggest a radical change in direction? Are they reaching out to brand/agency teams to help socialize their thinking? Are they connecting content creators in the organization to build new streams of content? These are a few questions we tackled.

The Community Manager 3.0 is less a Cruise Director and more of an Internal Power Plant, who is capable of catalyzing entire teams to reach a marketing goal. These managers are good writers, but more importantly,  clear thinkers. They instinctually get all the platforms, but aren’t platform-bound in their thinking. They are not just solid researchers, but the best kind of scientists: the creative ones. They hypothesize, identify opportunities, and bring them to light.

Too often, Community Managers are asked to wear all the hats. We ought to simply ask them to bring their social intelligence to the team, and to the brand we’re all working to build.

(And give them the cape, too.)

How has your community managers’ role changed over the last year, and what has it brought to your organization?

Published by

Jacques Oury

A digital strategist/account director with Ogilvy PR's 360 Digital Influence team, Jacques actually hails from the agency’s creative ranks. During his three-year tenure as an associate creative director in the Ogilvy creative jungle, he led teams on integrated campaigns for IBM, Scott Safety, Old Dominion Freight Line, and Hilton Head Island, and lent his writing skills to British Airways, Coke, Kodak and other global brands. A conceptual and strategic thinker and a writer by trade, Jacques has helped guide clients through national and global rebrands and digital integration across every medium. After fifteen years of writing award-winning ad campaigns for clients big and small, Jacques has both a strong belief in the power of brands and a general lustfulness for well-crafted creative work. Working with our DI team out of our Durham, NC office, Jacques is focused on translating that expertise from "campaigns" to "conversations." Jacques received his bachelor's degree from Boston College. A native of San Diego, Jacques is now raising his two 'tweens in North Carolina, running as many marathons as his knees will allow and learning how to cook.