28th December 2007

User Generated Help and How-to Content Model

Occasionally it feels like those of us focused on the social media phenomena live a little bit in a vacuum.  While the circle seems to be growing, there are times where it feels like we are all preaching to the choir - to the already converted.  We read each others blogs, follow each other on , friend each other in , attend many of the same conferences, etc.  Most of this is great!  Heck, it is a bit of the theme of how I named this blog - "group therapy."  There’s a lot of value in those of us with common interests and challenges getting together and sharing experiences, ideas and new learning.  I do wonder how we all measure whether we are broadening the circle of those embracing social media.  It struck me at a recent conference (that was great by the way) that everyone in the room was essentially bought in on the topic in a significant way.  This is good in that it gathered really amazing people and inspired focused conversations, and we need that.  It was bad in that it didn’t feel like the circle really grew that day.  Out of that conference, I committed that in 2008, I will focus more of my conference time on industry events where social media is a track, vs THE TRACK - for example, I just committed to speak at SSPA in May. 

What gets missed sometimes in our swarming with each other is capturing the simple examples that help illustrate how the business and user engagement model changes in a web 2.0 world.  Content is one of my favorite illustrations of this.  Many companies spend extraordinary amounts of money on content for their users - for this post, let’s focus on help and support content.  Here are a few examples:

Once the investment is made in an authoring model (in house or vendor), more money is spent to localize the content - all of which, at best, serves the fat part of the long tail of help and support content needed to really assist the breadth and depth of users.  There’s nothing unique about this model, this has been in place for many years and as we know, changing the model is not simple.  This is obvious ground for community models (Q&A support forums and wikis).  Most are doing this, though in very few cases are these different models integrated - look at the sites and it’s clear these are silo’d efforts.  If your users can draw your org chart just by navigating your web pages - you have an integration problem…ok, opportunity:)  Does a single search crawl both in-house and user generated content?  What about user generated content beyond the bounds of yourcompany.com.  For example, look at this 6 minute video on Youtube of   Note the # of views, stars, favorites and the two most recent comments!

image

How should Microsoft (Disclosure - I work at Microsoft right now) treat this content on Youtube?  What are the processes to discover content like this?  How do you decide what to include or not?  How much risk do you take with dead links to external content that can vanish?  What should be done about the video creator - this is an influencer - probably should thank him at a minimum - but much more should be done (another day, other posts on influencer program development). 

A more radical view of this would be the following question:  When do you stop authoring content in house? (and re-deploy that investment to drive a user generated content model?)

Before I go further, let’s be realistic. You probably can’t just stop authoring content.  There will be some content you may always need to author.  Security content for example - where many users will expect vendor created (and legally indemnified content).  You may also find that this enables a shift in which content you write - more pre-release and deployment/training content and less help and how-to content.  Likewise, there is a business scorecard problem.  Businesses measure results on a monthly/quarterly/annual basis - particularly when we are talking about investments like content.  So, how can you achieve a breakthrough in results from a new, user driven model, when your scorecard is assuming continuous quarter over quarter improvement.  This conflict quickly converts companies from being risk takers to risk averse. 

What would happen if you stopped writing content and converted your entire KB/FAQ process to a wiki?  In the near term?  There’s a high probability the quality of your content would initially go down (at least that is the right expectation to set).  User generated content is not the holy grail, it won’t solve world peace.  This is where the scorecard conflict is key - you need executive patience in longer term goals than quarterly results.  Look at Wikipedia…a few years ago there was plenty of debate about its accuracy - now it is generally accepted (and research has supported) to be as accurate, or more than, commercially published encyclopedias.  In fact, a simple example is to look at how current it is.  When will that old school publishing model be updated with yesterdays assassination of Benazir Bhutto.  Wikipedia took less than 24 hrs and it’s not just in English, but here in French, Spanish, Dutch…and many more. 

The real answer is more about percentage of content authored in-house vs via community - move from 80-90% internal to 80-90% user generated.  While the quality might initially go down, there is little question that ultimately a user generated content model will be more complete (topic and language) and at least  as good (likely far better) than anything that can be done in house.  Depending on your business, you need to forecast how long this transition might take - will it exceed the old model in 6 months, 1 year, 3 years?  What’s the bet?  What’s the tolerance for the duration?  How do you risk mitigate the potential quality dip?  You know you will have resisters who on day 1 will email around links to some user submitted piece that is terrible - are you prepared - is the corporate culture ready to withstand these bumps?

By now you should also be thinking about the revised scorecard.  Why are you doing all this?  To save cost on content?  Deflect calls from your call center?  Reach more users?  Increase satisfaction (users find what they want)?  All valid goals, but with only these elements, it’s likely a richer scorecard than what most organizations have today around help and how-to content.

Practical social media for business.  I like it, wonder what you think?

Sean

Popularity: 86% [?]

posted in Business Strategy, Examples, Influencers, Microsoft, Social Media, Why Community Matters, online communities | 4 Comments

6th December 2007

The arrival of The Blog Council…

Well, I’ve been slow to blog this today as I was at the Web Community Forum a good chunk of the day, but I wanted to get something up on this before the moment passed.

The Blog Council has officially launched.

Lots of discussion today about it…I think Lionel over at Dell does a good job of capturing how I feel about this so please have a read. 

In the end, the core issue for me is simple.  I have learned more about social media and community from talking with fellow practitioners than any other single activity.  It’s kind of an oh, duh thing to say, but it amazes me how few people really do get out and invest the time to listen, read and learn. The opportunity to be a part of this and listen and learn from other real world corporate practitioners was way to good to pass up. 

A number of other posts as well you’re welcome to cruise:

http://del.icio.us/michaelrubin_comments/blogcouncil

Yup, some controversy too and some of it good feedback to think through as this develops.

Sean

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Popularity: 80% [?]

posted in Blog Council, Blogging, Microsoft, Social Media, Voice of Customer, marketing, web 2.0 | 5 Comments

18th November 2007

Influencer Marketing: An Oxymoron?

I recently found myself in a roomful of Brand marketers, Agencies and Boutique consultancies discussing the growing authority of influencers.  As social media has amped and marketing eyes a mixshift of investments to new media and Word of Mouth, the importance and debate around the role of Influencers has exploded. 

Just last week, Ad Age reported on research by PQ media that Word of Mouth Marketing crossed $1B in 2006…up from $76M 5 years earlier, in route to $3.7B by 2011. 

…in 2006, according to an independent research report on the field that will be unveiled during a session at the annual Word Of Mouth Marketing Association conference in Las Vegas today. The analysis, believed to be first in-depth look at word of mouth, reports that spending on the emerging discipline has increased from $76 million in 2001 to $981 million in 2006 and is expected to grow to approximately $3.7 billion by 2011.

These influencer conversations generally fall into a couple of buckets:

  • Data and examples designed to convince you that Influencers matter
  • How to find and "activate" them in the brand conversation
  • How to measure

I find myself invited to participate in a lot of these discussions as I have pretty strong views on the topic after 5 years of building one of the largest Influencer programs (www.microsoft.com/mvp).  Probably more important than the strong views, is the practical lessons learned from operationalizing a global program designed to find, thank and engage influencers both online and offline.  Like most things, the best way to learn about something is to go and personally engage in it.  I estimate that I’ve talked to over 3000 influencers of our brands from over 50 countries during the past few years. 

So, back to the conversation at the conference…As we sat in the room having the discussion, several people used the term "Influencer Marketing."  Each time I heard it, I cringed.  Something about this phrase seemed wrong.  In the moment, I couldn’t articulate why this phrase dug so deep, but by my afternoon presentation I had to discuss this topic.  I like to keep the following core assumption in mind:  Influencers don’t do what they do in order to help you (the brand)…they do what they do to help other users.  Forgetting this core point is probably the fastest path to a failed influencer initiative.  The term "Influencer Marketing" to me feels like it is attempting to get a direct response from an influencer.  Find the right people, tell them about "A" and they will go tell everyone about "A."  In my experience, it just doesn’t work this way.  There are a few "influencers" with whom this works - but they rarely influence much or sustain over the long term - they may just be loud.  Perhaps my issue with this is that most marketing feels very one way.  If you really want to get influencers talking, it’s about a two way, trust based conversation. 

Wrong model (marketing dream):  I tell you about "A," you tell everyone you know about "A"

Right model:  I tell you about "A," you tell me about "A1, B and C."  I listen, I make some changes or I don’t make changes but I tell you why.  This creates outbound conversation - but it’s a by-product of a relationship, not a channel for push communications.

In truth there probably isn’t anything wrong with the term itself.  There are influencers and brands will invariably market to them - and that’s not evil.  What might be "evil" is thinking there is a shortcut here - forgetting that this really only works when social media is creating a conversation between a brand and the users…and remember, "listening is not just waiting for your turn to talk!"

And finally, the right model makes another strong point - that the conversation isn’t just between your influencers and the marketing department - it’s the influencers and your company - cross functions.

Sean

Popularity: 100% [?]

posted in Business Strategy, Influencers, MVP, Microsoft, Social Media, Voice of Customer, web 2.0 | 7 Comments

11th October 2007

15 years is a milestone worth a quick blog post…

15 years ago I joined Microsoft.  I’d like to say I was 12 at the time as the milestone makes me feel a little old!  What an amazing 15 years.  When I started we were still selling DOS.

My first job was in the call center - I can’t tell you how many times I’ve said: "Thank you for calling Microsoft, this is Sean, how can I help you."  I remember once answering my home phone like that on accident!

I’ll save trips down memory lane, but I will say "thank you" to Microsoft.  I know for me, this place has been incredible and I’ve had the opportunity to work on amazing projects and with incredible people.  It’s also a place that responded to my personal moment of truth - having to step out for almost 3 months due to my own medical emergency without once being concerned about my job or how I would pay bills or even when I had to be back - that part was simple: "come back when you are ready."

So, for all of that…Thank you MS.

At a group meeting this week a photo was taken to commemorate the moment…that’s me just to he right of center.

DSC00141 (3)

Sean

Popularity: 31% [?]

posted in Events, Microsoft, Uncategorized | 7 Comments

19th September 2007

Email is so "yesterday"

I was setting my out of office today for an upcoming business trip and couldn’t resist…here’s what I entered (with a few edits in the blog for some privacy):

__________________________________________________________________________

Thank you for your mail. I’m out of office travelling on business Wednesday, Sept.  19th - Thursday, September 27th with very limited access to email.  Here are a few follow up options:

Old School:

- Contact my Admin, Jake Grey ( or ) as he knows how to reach me.

- If urgent, you can try my cell phone, # below in autosig.

New Media:

- Reach me through my blog at

communitygrouptherapy.com

- Track me down via Twitter at

- Post a message on my wall in Facebook at


Thanks
Sean

Sean O’Driscoll
General Manager, Community Support & MVP
Customer Support & Services
Microsoft Corporation

(cell)

_____________________________________________________________________________

I know, I could have been more clever and more complete, but there are only so many hours in a day :)

Sean

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Popularity: 21% [?]

posted in Microsoft, Social Media, web 2.0 | 2 Comments

4th August 2007

MVP Program In-depth…Part 3 of 4…

Part 3 is now live on Channel 9 here.  This edition features 2 long time members of my team (April and Mike) talking about what the MVP awards are really all about.  Hearing it first hand from two who have been at this for a long time is worth the listen.

preview

Sean

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Popularity: 38% [?]

posted in MVP, Microsoft | 1 Comment

4th August 2007

An Inspiring Read: Bill Gates Harvard Commencement Remarks

This is both off my normal topic and very much on topic….either way, these are words worth reading no matter who said them…

Remarks of Bill Gates

Harvard Commencement

President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates:

I’ve been waiting more than 30 years to say this: “Dad, I always told you I’d come back and get my degree.”

I want to thank Harvard for this timely honor. I’ll be changing my job next year … and it will be nice to finally have a college degree on my resume.

I applaud the graduates today for taking a much more direct route to your degrees. For my part, I’m just happy that the Crimson has called me “Harvard’s most successful dropout.” I guess that makes me valedictorian of my own special class … I did the best of everyone who failed.

But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school. I’m a bad influence. That’s why I was invited to speak at your graduation. If I had spoken at your orientation, fewer of you might be here today.

Harvard was just a phenomenal experience for me. Academic life was fascinating. I used to sit in on lots of classes I hadn’t even signed up for. And dorm life was terrific. I lived up at Radcliffe, in Currier House. There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn’t worry about getting up in the morning. That’s how I came to be the leader of the anti-social group. We clung to each other as a way of validating our rejection of all those social people.

Radcliffe was a great place to live. There were more women up there, and most of the guys were science-math types. That combination offered me the best odds, if you know what I mean. This is where I learned the sad lesson that improving your odds doesn’t guarantee success.

One of my biggest memories of Harvard came in January 1975, when I made a call from Currier House to a company in Albuquerque that had begun making the world’s first personal computers. I offered to sell them software.

I worried that they would realize I was just a student in a dorm and hang up on me. Instead they said: “We’re not quite ready, come see us in a month,” which was a good thing, because we hadn’t written the software yet. From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.

What I remember above all about Harvard was being in the midst of so much energy and intelligence. It could be exhilarating, intimidating, sometimes even discouraging, but always challenging. It was an amazing privilege – and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.

But taking a serious look back … I do have one big regret.

I left Harvard with no real awareness of the awful inequities in the world – the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.

I learned a lot here at Harvard about new ideas in economics and politics. I got great exposure to the advances being made in the sciences.

But humanity’s greatest advances are not in its discoveries – but in how those discoveries are applied to reduce inequity. Whether through democracy, strong public education, quality health care, or broad economic opportunity – reducing inequity is the highest human achievement.

I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country. And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.

It took me decades to find out.

You graduates came to Harvard at a different time. You know more about the world’s inequities than the classes that came before. In your years here, I hope you’ve had a chance to think about how – in this age of accelerating technology – we can finally take on these inequities, and we can solve them.

Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause – and you wanted to spend that time and money where it would have the greatest impact in saving and improving lives. Where would you spend it?

For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.

During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries from diseases that we had long ago made harmless in this country. Measles, malaria, pneumonia, hepatitis B, yellow fever. One disease I had never even heard of, rotavirus, was killing half a million kids each year – none of them in the United States.

We were shocked. We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them. But it did not. For under a dollar, there were interventions that could save lives that just weren’t being delivered.

If you believe that every life has equal value, it’s revolting to learn that some lives are seen as worth saving and others are not. We said to ourselves: “This can’t be true. But if it is true, it deserves to be the priority of our giving.”

So we began our work in the same way anyone here would begin it. We asked: “How could the world let these children die?”

The answer is simple, and harsh. The market did not reward saving the lives of these children, and governments did not subsidize it. So the children died because their mothers and their fathers had no power in the market and no voice in the system.

But you and I have both.

We can make market forces work better for the poor if we can develop a more creative capitalism – if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who are suffering from the worst inequities. We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.

If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world. This task is open-ended. It can never be finished. But a conscious effort to answer this challenge will change the world.

I am optimistic that we can do this, but I talk to skeptics who claim there is no hope. They say: “Inequity has been with us since the beginning, and will be with us till the end – because people just … don’t … care.” I completely disagree.

I believe we have more caring than we know what to do with.

All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing – not because we didn’t care, but because we didn’t know what to do. If we had known how to help, we would have acted.

The barrier to change is not too little caring; it is too much complexity.

To turn caring into action, we need to see a problem, see a solution, and see the impact. But complexity blocks all three steps.

Even with the advent of the Internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems. When an airplane crashes, officials immediately call a press conference. They promise to investigate, determine the cause, and prevent similar crashes in the future.

But if the officials were brutally honest, they would say: “Of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane. We’re determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

The bigger problem is not the plane crash, but the millions of preventable deaths.

We don’t read much about these deaths. The media covers what’s new – and millions of people dying is nothing new. So it stays in the background, where it’s easier to ignore. But even when we do see it or read about it, it’s difficult to keep our eyes on the problem. It’s hard to look at suffering if the situation is so complex that we don’t know how to help. And so we look away.

If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.

Finding solutions is essential if we want to make the most of our caring. If we have clear and proven answers anytime an organization or individual asks “How can I help?,” then we can get action – and we can make sure that none of the caring in the world is wasted. But complexity makes it hard to mark a path of action for everyone who cares — and that makes it hard for their caring to matter.

Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it’s something sophisticated, like a drug, or something simpler, like a bednet.

The AIDS epidemic offers an example. The broad goal, of course, is to end the disease. The highest-leverage approach is prevention. The ideal technology would be a vaccine that gives lifetime immunity with a single dose. So governments, drug companies, and foundations fund vaccine research. But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand – and the best prevention approach we have now is getting people to avoid risky behavior.

Pursuing that goal starts the four-step cycle again. This is the pattern. The crucial thing is to never stop thinking and working – and never do what we did with malaria and tuberculosis in the 20th century – which is to surrender to complexity and quit.

The final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.

You have to have the statistics, of course. You have to be able to show that a program is vaccinating millions more children. You have to be able to show a decline in the number of children dying from these diseases. This is essential not just to improve the program, but also to help draw more investment from business and government.

But if you want to inspire people to participate, you have to show more than numbers; you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.

I remember going to Davos some years back and sitting on a global health panel that was discussing ways to save millions of lives. Millions! Think of the thrill of saving just one person’s life – then multiply that by millions. … Yet this was the most boring panel I’ve ever been on – ever. So boring even I couldn’t bear it.

What made that experience especially striking was that I had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement. I love getting people excited about software – but why can’t we generate even more excitement for saving lives?

You can’t get people excited unless you can help them see and feel the impact. And how you do that – is a complex question.

Still, I’m optimistic. Yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever. They are new – they can help us make the most of our caring – and that’s why the future can be different from the past.

The defining and ongoing innovations of this age – biotechnology, the computer, the Internet – give us a chance we’ve never had before to end extreme poverty and end death from preventable disease.

Sixty years ago, George Marshall came to this commencement and announced a plan to assist the nations of post-war Europe. He said: “I think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation. It is virtually impossible at this distance to grasp at all the real significance of the situation.”

Thirty years after Marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.

The emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.

The magical thing about this network is not just that it collapses distance and makes everyone your neighbor. It also dramatically increases the number of brilliant minds we can have working together on the same problem – and that scales up the rate of innovation to a staggering degree.

At the same time, for every person in the world who has access to this technology, five people don’t. That means many creative minds are left out of this discussion — smart people with practical intelligence and relevant experience who don’t have the technology to hone their talents or contribute their ideas to the world.

We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another. They are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.

Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.

What for?

There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world. But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

Let me make a request of the deans and the professors – the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves:

Should our best minds be dedicated to solving our biggest problems?

Should Harvard encourage its faculty to take on the world’s worst inequities? Should Harvard students learn about the depth of global poverty … the prevalence of world hunger … the scarcity of clean water …the girls kept out of school … the children who die from diseases we can cure?

Should the world’s most privileged people learn about the lives of the world’s least privileged?

These are not rhetorical questions – you will answer with your policies.

My mother, who was filled with pride the day I was admitted here – never stopped pressing me to do more for others. A few days before my wedding, she hosted a bridal event, at which she read aloud a letter about marriage that she had written to Melinda. My mother was very ill with cancer at the time, but she saw one more opportunity to deliver her message, and at the close of the letter she said: “From those to whom much is given, much is expected.”

When you consider what those of us here in this Yard have been given – in talent, privilege, and opportunity – there is almost no limit to what the world has a right to expect from us.

In line with the promise of this age, I want to exhort each of the graduates here to take on an issue – a complex problem, a deep inequity, and become a specialist on it. If you make it the focus of your career, that would be phenomenal. But you don’t have to do that to make an impact. For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.

Don’t let complexity stop you. Be activists. Take on the big inequities. It will be one of the great experiences of your lives.

You graduates are coming of age in an amazing time. As you leave Harvard, you have technology that members of my class never had. You have awareness of global inequity, which we did not have. And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort. You have more than we had; you must start sooner, and carry on longer.

Knowing what you know, how could you not?

And I hope you will come back here to Harvard 30 years from now and reflect on what you have done with your talent and your energy. I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world’s deepest inequities … on how well you treated people a world away who have nothing in common with you but their humanity.

Good luck.

Popularity: 14% [?]

posted in Microsoft | 0 Comments

8th July 2007

Microsoft MVP names daughter "Vista Avalon"

As I came home from vacation and found this in my inbox I was once again surprised by the passion within the community for the products, brands and/or companies they follow.  Information Week reported that MVP Bil Simser (and spouse) named their newborn daughter "Vista Avalon."  Here you can read Bil’s account of the thought process including the first naming idea where the initials spelled "DOS."

Showing his good nature, Bil leads off the inevitable jokes with a few of his own thoughts:

  • Her blog will contain the largest number of search hits with people looking for information about Vista
  • She has her very own carrying case (a laptop bag) and other personalized "logoware", most of which I can buy from the Microsoft store or any geek conference for the next 10 years
  • She’ll be the only one at her school with a service pack (or two, or three, …) named after her
  • If she’s hot (and she will be) boys will make many crazy jokes about "starting her up" and "rebooting her" to which I will pummel them upside the head with an XPS laptop that I’ll carry around to "interview" any potential suitors.

Well Bil, here’s the bottom line.  Beautiful baby!  Congratulations and glad everyone is home and doing well.

Sean

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Popularity: 44% [?]

posted in Examples, Influencers, MVP, Microsoft | 1 Comment

1st July 2007

More behind the scenes with the MVP Program…

Part 2 of 4 part series on Channel 9 about the MVP program…this time with Insiders Ben Miller and April Spence.  Hear the podcast here.

 

sean

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Popularity: 41% [?]

posted in Examples, Influencers, MVP, Microsoft | 0 Comments

20th June 2007

Learn about how the MVP Program really works…

Couple a cool guys from my team (Ed Hickey and Brian Boston) Podcasting on the MVP Program.  While I get to run the program, these guys work hand in hand with our community every day!

Give it a listen:  http://channel9.msdn.com/Showpost.aspx?postid=317571

 

Sean

Popularity: 37% [?]

posted in Influencers, MVP, Microsoft | 1 Comment

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