If your customer advocacy program and customer community are still operating in separate lanes, you’re not just missing opportunities—you’re wasting them.
This session cuts through the noise with a practical, no-fluff guide to uniting these two powerful engines of engagement.
Learn how to:
If you’re a customer marketing or advocacy professional ready to move from maintenance mode to momentum, this is your blueprint. The time to act is now—because in today’s environment, siloed efforts don’t just slow you down—they hold you back.
Featuring special guest:
Dave Hansen, Global Customer Advocacy Program Manager, Siemens
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Despite shared objectives — stronger customer relationships, higher retention, and increased lifetime value — customer advocacy and customer community initiatives often function as separate entities:
This siloed approach limits visibility into who customers truly are, what drives their engagement, and how best to activate them strategically.
The webinar provides a no-fluff, tactical framework for uniting advocacy and community functions. While the original webinar itself is concise, its core insights are strategic and highly actionable:
Rather than running parallel programs that barely intersect, organizations should create shared objectives for advocacy and community teams. These might include:
Setting measurable goals that tie to broader business outcomes (e.g., revenue impact, customer retention) encourages collaboration rather than competition.
One practical way teams can work together is by using community engagement signals to identify potential advocates. Instead of searching high and low for customers who might be willing to participate in case studies or testimonials, teams can identify individuals already active and vocal in community forums. These individuals:
By treating the community as a pipeline for advocacy, both teams benefit — community gets recognition and growth, while advocacy gains vetted, enthusiastic participants.
Aligning teams means more than simply agreeing to collaborate; it means creating workflows that operationalize collaboration. Examples include:
When both teams understand when and how to collaborate — and how success will be measured — it becomes easier to break down internal barriers and accelerate impact.
This webinar is especially relevant for:
If your organization wants to move beyond operationally maintaining customer programs to strategically growing them, this kind of alignment is essential.
It's only natural that many advocacy leaders have landed on the same objective: make the program easier to use by meeting users where they're already working.
Today, that increasingly means Microsoft Copilot, ChatGPT, Claude, Gemini or whatever generative AI assistant employees happen to have open.
Imagine a salesperson simply asking AI, "Find me three German healthcare customers using product Y, willing to speak with a prospect," instead of navigating to another interface, or waiting for someone from advocacy, or elsewhere, to respond. It's easy to see the appeal. Removing friction has always been one of the fastest ways to increase adoption.
It is exactly the right instinct.
The difficult parts, arguably the reason program managers exist, occur before and after AI says, "Here are your three best matches."
The value advocacy professionals bring is the ability to operationalize and scale customer advocacy for maximum impact. Quality advocate information doesn't just appear, it's the result of a system.
Now that the user has three advocates, what should happen?
Notice what happened. The search was completed.
The next steps are just as manual as ever if AI search is the be all, end all.
Reality Check
AI can tell you who could participate. It can't tell you who should participate unless someone (or something) has been keeping score.
This is where the story starts to feel strangely familiar.
Many companies still operate their program using spreadsheets, scattered CRM fields, shared drives, email folders, and the remarkable memories of a handful of program managers.
Eventually, organizations realize they aren't managing an advocacy program at all. They're managing lists that happen to contain advocates.
But the shortcomings are real:
Purpose-built advocacy platforms emerged because advocacy is much more than a search problem.
Ironically, AI has convinced some organizations to revisit the same shortcut they worked so hard to escape.
Let's imagine two different worlds.
In the first, AI recommends an advocate for a sales call.
Months later, AI knows this customer recently participated and may deserve a break before being asked again.
Now imagine the second world.
Three months later someone asks how many customer reference contributed to the revenue this quarter.
Silence. Nobody really knows.
The advocacy happened...hopefully. The program didn't. Collectively, the organization slowly stopped feeding the very system it depended on to understand its advocacy program.
Reality Check
If AI helps facilitate twenty closed-won opportunities this quarter, but none are recorded, your executive dashboard still says zero.
One of the easiest mistakes to make in an AI-first world is assuming that successful interactions somehow become organizational knowledge on their own.
They don't.
If a customer agrees to speak with a prospect and nobody records it, the organization loses far more than a single activity.
The most valuable advocacy data isn't simply who your customers are.
It's everything they've done.
That's the story AI actually wants to read.
It's often said that AI needs good data.
That's true.
But operational history is far more valuable than static customer information.
Those aren't search results.Those are patterns.
Remove any one of those pieces and AI becomes little more than an exceptionally fast search engine.
Reality Check
Every workflow skipped today is a pattern AI won't discover tomorrow.
The AI revolution has created tremendous excitement, and rightly so. Finding the right advocate is becoming dramatically easier than it was only a few years ago.
That's worth celebrating.
Just don't confuse a better search experience with a better advocacy program. Search is only one chapter in the story.
The organizations that see the greatest return from AI won't necessarily be the ones with the most sophisticated models.
They'll be the ones with the richest operational history.
Those organizations won't use AI merely to answer the question, "Who should we ask?"
They'll use AI to answer far more valuable questions.
That's when AI stops behaving like a better Google search.
That's when it starts behaving like a strategic partner.
Finding the right advocate has always been the opening scene.
If your AI can find advocates but your program can't learn from using them, you've built a remarkable search engine instead of a remarkable advocacy program.
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