M O R E S I G N A L L E S S N O I S E M O R E S I G N A L L E S S N O I S E The State of Community Management 2024 Table of Contents Welcome to the State of Community Management 2024 4 INTRODUCTION KEY FINDINGS MODELS & FRAMEWORKS Demographics 6 Best-In-Class Segment 10 Report Overview/Key Findings 11 Strategy 16 Leadership 22 Culture 27 Community Management 32 Content & Programs 37 Policies & Governance 42 Tools 48 The Community Maturity Model™ 65 The Community Engagement Framework™ 66 The Community Skills Framework™ 67 The Community Technology Framework™ 68 Community & AI 55 Metrics & Measurement 60 Community 101 69 W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Methodology 5 Overview 70 ABOUT THE COMMUNITY ROUNDTABLE Community Leadership Awards 2024 71 Research Partners W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Khoros makes it easy to build an enterprise-class online community and scale member engagement – without the resource burden, complexity, or cost. With +20 years of experience, world-class services, and 100s of thriving communities, we help you create a community that continues to build and grow right alongside your business and customers. The Khoros Communities solution provides powerful tools to easily design and manage your community, create more engaging member experiences, and integrate your community more fully into your digital ecosystem. Learn more. Verint® is a leader in Customer Experience (CX) Automation. Our offerings include Verint Community™, a flexible, scalable platform that has powered online communities and forums for engagement, support, self-service, collaboration, and insights for more than 20 years. Available as a SaaS or self-hosted solution, Verint Community gives organizations complete control of their online brand experience. Verint Community is a part of the Verint® Open Platform. It can be deployed standalone, integrated with, or embedded into other enterprise systems and web properties. It helps brands make their communities more engaging while increasing adoption, driving revenue, and helping brands realize AI Business Outcomes, Now™. Learn more at www.verint.com/community The State of Community Management 2024 is made possible through the generous support of our research partners. 3 WELCOME WELCOME W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 When we first published the State of Community Management research in 2010 online communities were broadly used by internet pioneers, but community management was still an emerging discipline within organizations. This research and the related Community Maturity Model™ served as a framework for those nascent community professionals. Fifteen years later, The Community Roundtable and the State of Community Management endure, supporting community practitioners with the insights, case studies, and recommendations they need to be successful in their community initiatives. We share trends from all respondents and a “best-in-class” cohort” , in order to help all programs level up. There is considerable noise in the market and on the internet in general. This report aims to provide a strong signal for community practitioners, equipping them with the data and insights they need to secure support and resources for continued success. Take your time with the report, making note of where your program differs from the survey average and/or the best-in-class, and use this information to inform your 2025 planning. Consider joining us in The Network , where your community peers come together to support one another on their community journeys. Welcome to the 15th edition of the State of Community Management research, brought to you by The Community Roundtable. 4 METHODOLOGY METHODOLOGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 The data in this report was collected from 283 community practitioners in the Summer of 2024. Research is solicited from The Community Roundtable’s contact list, members, online audiences, and clients; as such, the data does not necessarily reflect overall industry trends. Instead, the research examines a portion of the community management space’s experiences — one that tends to represent more mature community programs. After collection, The Community Roundtable’s research team cleans, segments, and analyzes the data. This year’s research also includes trend analysis based on previous years’ results. Learn more about past State of Community Management reports here. This year’s edition also features case studies solicited as part of the data collection process. We then worked directly with community teams at AECOM, Analog Devices, Inc., ASCD+ISTE, Constant Contact, Esri, Microsoft, UIPath, and UKG to share their community stories. We want to thank the community teams at these organizations for sharing their best practices with us. More comprehensive versions of each case study will be available on our website starting in January 2025. 5 CASE STUDies Allison Brotman, UKG Jesse Cloutier & Brianna Ettley Esri Chris Stallone Constant Contact Lisa Allison Analog Devices, Inc LaureN Kelly ISTE+ASCD CariAnne Behr, AECOm Andreea Tomescu, UiPath Alexandra Savelieva, MIcrosoft The State of Community Management 2024 research participants represent a wide range of global community programs, including both internal, employee-facing programs and external, customer-facing programs. Many community sizes, ages, industries, and use cases are represented. To further analyze and identify meaningful insights from this diverse group, data was segmented based on demographic differences and will be shared with Network members in 2025. Industry DEMOGRAPHICS DEMOGRAPHICS W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 2% 3% 5% 6% 38% 7% 9% 19% 11% High-Tech / Telecom / Software Non-Profit / Association Education Business, Legal, and Professional Services Media, Entertainment, and Publishing Healthcare / Social Services Financial Services Government / Public Administration Other Industries 6 The industries represented in this year’s research remained similar to previous years. The high-tech/telecom/software industry continues to be the largest reporter, possibly due to the incredible, proven impact community programs have at these organizations. Responses from previously reported categories, including Energy, Retail, and Transportation accounted for less than 1% each, and were included in the “Other” category this year. Organization sizes represented in the 2024 sample remained consistent with 2023 data. A noticeable increase was seen in very small organizations (up to 23% vs 17% last year). Organization Size DEMOGRAPHICS W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 7% 9% 19% 11% 0-49 50-99 100-499 500-999 1,000-4,999 5,000-9,999 10,000-49,999 >50,000 Number of People at the Organization 8% 9% 16% 8% 23% 6% 12% 18% 7 The age of communities has stayed largely consistent over the past several years. We did see a jump in communities 10+ years old - up to 34% of our sample from 25% in 2023. Whether this is due to communities staying viable longer or a quirk of the sample is unknown. Community Age DEMOGRAPHICS W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 9% Less Than 1 Year 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years Community Age 8% 23% 6% 12% 18% 8 Years 9 Years 10 Years 11-15 Years 16-19 Years 20+ Years 1% 8% 9% 6% 12% 5% 11% 5% 5% 12% 4% 11% 4% 8% 8 2024 2023 2022 2021 The marketing department is still the leading home for community programs and customer support is declining in prominence, replaced in the #2 spot by “community is an independent department.” This is logical given the growth in dedicated community budgets (see pg. 16). Reporting Department for Community Programs DEMOGRAPHICS W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Marketing Other Community is an Independent Department Customer Support Learning & Development Membership Knowledge Management Product/Engineering Strategy External Communications/PR Internal Communications Operations Information Technology Human Resources Consulting Sales Reporting Department for Community Program 9 24% 32% 28% 24% 12% 11% 15% 8% 12% 10% 8% 9% 10% 13% 9% 11% 8% 5% 5% 6% 7% 5% 6% 8% 5% 5% 5% 4% 5% 4% 3% 7% 3% 4% 6% 7% 3% 3% 4% 2% 3% 3% 4% 6% 3% 2% 2% 3% 3% 1% 0% 1% 2% 1% 3% 3% 1% 1% 2% 1% 0% 0% 0% 1% 2024 Best-in-Class Elements BEST-IN-CLASS W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 WHAT’S IN A NAME? BEST-IN-CLASS SEGMENT Best-in-Class An approved community strategy An approved community roadmap A formal community leadership program exists Most community roles are defined Policies and guidelines both exist 10 13% of the overall 2024 sample are in the Best-in- Class Segment Best-in-Class defines a segment of respondents that represent a mature, effective online community program. Our reporting directly reflects feedback from readers suggesting this is a critical piece in understanding how communities evolve. To create the best-in-class segment, we included the communities with ALL of the following elements: An approved community strategy An approved community roadmap A formal community leadership program exists Most community roles are defined Policies and guidelines both exist The resulting segment is 13% of the overall sample (up from 12% last year) and we continued to find evidence that they are leading the way throughout this year’s research. While they represent a wide range of industries, “high tech/telecom/software” remains the largest segment at 54% of the total. Best-in-class community programs are likely to reside in larger organizations, with 57% of the total coming from organizations with 5,000+ employees. They also skew older - 70% of the best-in- class community programs have existed for 10+ years (up from 57% in 2023). The majority are a “network of communities” (62%) vs. a single community (38%). 81% are external/customer communities, 14% are internal/employee communities, and the balance cater to both audiences. In 2023, there was a notable # of respondents indicating that their community program budget had increased, more than three times the # indicating the same in 2020. However, in 2024 budgets stabilized, with 62% of respondents reporting that their community budgets stayed the same. In addition, 19% saw an increase while 15% experienced a decrease. How? Track and report on key performance indicators (KPIs) that demonstrate the return on investment (ROI) of community initiatives, such as customer support case deflection, increased customer lifetime value, or improved employee onboarding efficiency. This helps justify continued funding and potentially unlock additional resources in the future. REPORT OVERVIEW REPORT OVERVIEW W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 KEY FINDINGS: We’ve seen a lot of progress in online communities over the last fifteen years and are encouraged to see community teams remain upbeat as they continually rise to new challenges. Whether it’s a platform migration or the mandate to “do more with less” in a troubling economic climate, community managers are dedicated to serving their constituents and their organizations. We’ve distilled this year’s research down to five key findings. Whether you’re just getting started with your community, are a team of one, or operate a large ecosystem of communities with a fully-funded team, this research is for you. Community Budgets Stabilize After a Period of Growth 1 1 Recommendation: With budgets stabilizing, increase your focus on demonstrating efficiency and maximizing the impact of existing resources. 11 REPORT OVERVIEW W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Platform Migrations Slow as Organizations Prioritize Stability 2 2 The data shows a consistent trend of organizations moving away from or delaying platform migrations. In 2020, 36% of communities were considering or planning a migration in the next 12 months. This dropped to 24% by 2023 and increased only slightly to 28% in 2024. This small increase likely indicates that organizations are prioritizing stability and maximizing the value of their existing platforms in light of the current economic climate. How? Explore advanced features, customize workflows, and gather user feedback to enhance the platform experience for your community members. Prioritize integrations that streamline processes and improve data sharing between your community platform and other essential tools used by your organization. This could include CRM systems, marketing automation platforms, and/or internal communication channels. Platform Migrations Slow as Organizations Prioritize Stability 2 2 Recommendation: Leverage this period of stability to optimize the functionality of your existing platform and deepen integrations with other business systems. 12 REPORT OVERVIEW W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Platform Migrations Slow as Organizations Prioritize Stability 2 2 Demonstrating the value of community programs remains a priority. In both 2023 and 2024, a significant percentage of respondents (73% in 2023, 68% in 2024) reported being able to calculate community value or are actively working on it. This emphasizes the ongoing focus on tying community initiatives to tangible business outcomes. How? Go beyond vanity metrics like member growth and focus on metrics that demonstrate tangible business impact. For example, track how community engagement influences customer retention rates, sales conversion rates, or employee satisfaction scores. Use storytelling and data visualization techniques to present compelling narratives that showcase the value of your community to executives and decision-makers. Focus on Calculating and Proving Community Value 3 3 Recommendation: Continue refining your approach to measuring and communicating the value of your community program in a way that resonates with key stakeholders. Speak their language. 13 REPORT OVERVIEW W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Platform Migrations Slow as Organizations Prioritize Stability 2 2 Best-in-class communities consistently show higher levels of maturity and achieve better results across nearly all metrics. They are more likely to have a dedicated community analyst, report higher rates of executive support, and demonstrate a stronger ability to connect community participation to business goals. This suggests that adopting these best practices and striving for a higher level of community maturity leads to greater success. How? Develop a roadmap with actionable steps to enhance your program based on the audit findings. This may involve implementing new strategies, refining existing processes, or securing additional resources. Consider joining an independent community of practice, like The Network , to learn from peers and access best practice resources to level up your community program. Best-in-Class Communities Continue to Outperform 4 4 Recommendation: Conduct a thorough audit of your community program using the Community Maturity Model™ as a framework. Identify areas where your program aligns with best-in-class practices and areas that require improvement. 14 REPORT OVERVIEW W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Platform Migrations Slow as Organizations Prioritize Stability 2 2 A consistent challenge highlighted by community managers is the lack of resources for community programs. Despite budget stabilization, 25% of respondents in 2023 and 23% in 2024 cited "not enough resources" as a top concern. This suggests that even with increased recognition of community value, securing adequate resources remains a hurdle for many programs. Regularly communicate the value and impact of your community to executives and other key stakeholders. How? Explore alternative resourcing models, such as leveraging subject matter experts (SMEs) from other departments to contribute content, moderate discussions, or participate in community events. Partner with other teams to co-create community initiatives that support shared goals and expand the reach of your program. Communities Address the Challenge of Limited Resources 5 5 Recommendation: Become a strong internal advocate for your community program. Take every opportunity to promote your community and educate individuals at every level of your organization. Use appropriate metrics to support your advocacy message. 15 37% 2021 The Strategy competency of the Community Maturity Model™ serves as a framework to measure how well a business’s strategic objectives align with its community program. By evaluating this connection, organizations can ensure their community initiatives are seamlessly embedded into their broader strategy, driving meaningful impact for both the community efforts and the business operations they support. STRATEGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 STRATEGY Community programs continue to prioritize having an approved, operational, and measurable community strategy, growing from just 28% of respondents in 2020 to nearly half of this year’s respondents. This as an important trend to watch as this level of strategic maturity is critical to growing beyond a niche initiative or project and into a true enterprise program, with myriad use cases and a dedicated budget. Does Your Community Have an Approved, Operational, And Measurable Community Strategy? 28% 43% 49% 78% 2020 31% 2022 2023 2024 2024- BIC YES YES YES YES YES YES 16 FYI - This squiggle is scale break, used to indicate information has been omitted from the chart. STRATEGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Community programs with dedicated budgets continue to rise, from 38% of survey respondents in 2020 to 61% in 2024. This increase suggests community programs are continuing to gain a foothold as legitimate business units in the enterprise, and bodes well for the industry in general. Our best-in-class segment is even more pronounced, with 89% reporting they control their budget (up from 73% for the best-in- class segment last year). 44% 2021 Does Your Community Have a Dedicated Budget? 38% 56% 61% 89% 2020 45% 2022 2023 2024 2024- BIC YES YES YES YES YES YES Overall, community budget growth slowed compared to 2023, with budgets decreasing more than increasing, which should be expected given the current economic uncertainty. As we stated last year, this is less about how organizations value community approaches than about them reacting to rising interest rates and political uncertainty, scrutinizing budgets and headcount across the board. Since communities often offer compelling value to organizations, we’re optimistic about community budgets in 2025. 10% 21% 3% 17% 19% 27% 37% 35% 35% 46% 46% 37% 48% 39% 57% 31% 25% 24% Compared With the Previous Year, My Community Budget Has... Decreased/Decreased Significantly Stayed the Same Increased/Increased Significantly 2020 2021 2022 2023 2024 2024 BIC 17 STRATEGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 Executive perceptions of communities remain high, especially for best-in-class community programs where 92% report executives are “positive or very positive.” While “positive” executive perceptions have trended down since 2022, it’s important to note that the shift is predominantly to a “neutral” perception rather than a “negative” one. 84% 2021 What Is Your Executive Perception of Community? 63% 79% 77% 92% 2019 88% 2022 2023 2024 2024- BIC POSITIVE POSITIVE POSITIVE POSITIVE POSITIVE POSITIVE 68% 2018 56% 2017 POSITIVE POSITIVE NOTE: No data for this question was collected in 2020. 18 STRATEGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 19 Formal, approved roadmaps continue to grow in popularity, cementing their role in evolving a community into a best-in-class program. It’s also important to note that only 8% of 2024 respondents indicate they do not have a community roadmap, compared to 32% saying the same just five years ago. Well done! 32% 14% 12% 14% 8% 0% 16% 37% 43% 35% 41% 0% A Roadmap Does Not Exist An Informal or Draft Roadmap Exists 13% 14% 12% 14% 16% 30% An Approved Roadmap Exists But is Not Funded 22% 8% 10% 11% 6% 0% A Formal Roadmap Exists But is Not Approved 17% 28% 23% 27% 28% 70% A Defined, Approved, and Funded Roadmap Exists What Best Describes Your Roadmap For Executing on the Community Strategy? 2020 2021 2022 2023 2024 2024 BIC STRATEGY W W W . C O M M U N I T Y R O U N D T A B L E . C O M T H E S T A T E O F C O M M U N I T Y M A N A G E M E N T 2 0 2 4 RECOMMENDATIONS Check your strategy for gaps and align with business outcomes. Community strategies should include budget requirements, ROI projections, and diagrammed workflows and behaviors. Align your community program with your organization's larger goals and strategic initiatives. These elements will help the community secure more resources like headcount, and funding. Mind the gap(s). Map your way to more resources. Develop a roadmap of what is needed to improve community performance. Use your roadmap as a tool to discuss your budget with stakeholders. Ask them to show you the money. Channel your inner Jerry Maguire and aim to secure a dedicated budget for your community program in the next budget cycle. Utilize your strategy and roadmap to justify your need for dedicated resources. 20