Social Media Governance (Discussion with Forrester's Interactive Marketing Council)

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    Social Media Governance (Discussion with Forrester's Interactive Marketing Council) - Presentation Transcript

    1. Empowerment With Accountability Social Media Governance in the Enterprise Presentation to the ForresterTM Interactive Marketing Council Chris Boudreaux October 8, 2009 ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     1  
    2. Agenda   •  Factors  Crea@ng  the  Need  for  Social  Media  Governance   •  Framework  and  Tools   •  GeGng  Started   •  Book  and  Web  Site   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     2  
    3. Companies  are  using  social  media  to  add  value  at  every  stage  of   the  customer  experience.   Example  Benefits  of  Social  Media  in  the  Enterprise,  by  Business  Capability   Product   Marke@ng  and   Fulfillment  and   Development   Sales   Support   •  Crowd  sourcing  of  new  ideas   •  Improved  targe@ng   •  New  opportuni@es  for  self-­‐ from  exis@ng  and  poten@al   capabili@es   serve  and  lower  cost-­‐to-­‐ customers   serve  channels   •  New  channels  for  marke@ng   •  Efficient  access  to  qualified     and  distribu@on   •  Greater  depth  and  breadth   test  subjects   of  customer  interac@ons   •  Viral  mechanisms  that   •  Increased  ability  to  leverage   increase  acquisi@on   •  Greater  opportunity  for   exper@se  and  source  ideas   efficiency  and  penetra@on   personaliza@on   across  the  organiza@on   rates   •  Fewer  and  more  efficient   •  New  revenue  models  and   handoffs   payment  mechanisms   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     3  
    4. Social  media  management  grows  more  complex  as  businesses   pursue  objecBves  beyond  adverBsing  and  PR.   Core  Product   Features   Customer  Support   and  eCommerce   OperaBonal   Product   Complexity   Development   Sales  Support   Adver@sing  and   Public  Rela@ons   EvoluBon  of  Enterprise  Social  Media  CapabiliBes   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     4  
    5. Social  media  grows  more  complex  in  four  areas:  coordinaBon,   accountability,  data  management  and  operaBonal  scalability.     1.  Coordina@on   2.  Greater  scru@ny  and   accountability   3.  Data  management   4.  Scalability  and  consistency   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     5  
    6. While  most  leaders  consider  accountability  important,  few  feel   that  they  are  effecBvely  managing  it.   •  58%  of  execu@ves  agree  that  the  reputa@onal  risk  of  social  networking   should  be  a  boardroom  issue1   •  15%  of  those  execu@ve  discuss  social  media  at  the  Board  level1   •  16%  of  enterprises  worldwide  measure  ROI  of  their  social  media  programs2   •  >  40%  did  not  know  whether  they  could  track  ROI2  in  their  social  media  tools   [1]    Source:  2009  Ethics  &  Workplace  Survey,  Deloiee   [2]    Includes  blogs,  chat,  discussion  boards,  microblogs,  podcasts,  ra@ngs,  social  networks,  video-­‐sharing,  wikis,  etc.    Source:    Mzinga  and  Babson   Execu@ve  Educa@on,  “Social  Sogware  in  Business”,  September  8,  2009.   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     6  
    7. As  a  result,  social  media  champions  can  be  challenged  to  build   support  for  iniBaBves  and  capabiliBes.   Example  QuesBons  Triggered  by  Social  Media   Key  Issues  for  Social  Media   Champions   •  Does  our  business  get  value  from  Social  Media?   How  is  social  media  aligned  to   •  Is  Social  Media  really  helping  my  business?   the  business?   •  How  will  we  ensure  an  integrated  view  of  the  customer?   •  How  can  I  get  this  key  ini@a@ve  priori@sed?   How  should  social  media   •  How  can  I  ensure  appropriate  control  over  social  media  spend  and  risk?   decisions  be  made?   •  Are  we  inves@ng  our  @me  and  money  appropriately?   •  What  should  be  the  social  media  spend  this  year?   How  do  we  manage  social   •  Who  owns  social  media?     media  investments?   •  How  do  I  get  funding  for  this  new  project?   What  controls  do  we  need  in   •  Who  needs  to  approve  this  project?   place?   •  Who  is  accountable  for  social  media  results?   •  What  happens  when  my  experiment  budget  runs  out?     •  What  regula@ons  are  relevant  and  how  do  we  comply?   •  Where  do  I  want  social  media  champions  to  focus?     How  do  we  measure  and   •  What  service  levels  should  I  expect  from  social  media  partners?       reward?   •  What  areas  of  social  media  governance  should  I  approve?     ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     7  
    8. Governance  balances  empowerment  with  accountability,  and   extends  far  beyond  policies  for  your  employees.   Components  of  Social  Media  Governance   Principles  and   Process   Governance   Responsibility   Metrics   Policies   Enablers   Model   Structure   Matrix   Defines  and   Processes  that   Key  leaders  and   Roles  and   Business   Guidance  to   describes  inter-­‐ enable  effec@ve   par@cipants,   responsibili@es   performance   employees   opera@on  of   decisions  and   and  their   of  primary  and   metrics  that   regarding  how   processes,   con@nual   primary   suppor@ng   inform  decisions   they  should  or   structure  and   improvement   responsibili@es   par@cipants   should  not   metrics  to   throughout   with  respect  to   across   u@lize  social   achieve   design,   social  media   organiza@onal   media   business  goals   development   func@ons   through  social   and  opera@on  of   media   social  media   solu@ons   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     8  
    9. Each  component  of  Social  Media  Governance  supports  internal   champions  by  helping  to  answer  important  quesBons.   Example  QuesBons  Triggered  by  Social  Media   Key  Issues  for  Social  Media   Relevant  Governance   Champions   Components   •  Do  I  get  value  from  Social  Media?   How  is  social  media  aligned   •  Governance  Principles  and   •  Is  Social  Media  really  helping  my  business?   to  the  business?   Enablers   •  How  will  we  ensure  an  integrated  view  of  the   •  Process  Model   customer?   •  How  can  I  get  this  key  ini@a@ve  priori@sed?   How  should  social  media   •  Process  Model   •  How  can  I  ensure  appropriate  control  over  social  media   decisions  be  made?   •  Governance  Structure   spend  and  risk?   •  Responsibility  Matrix   •  Are  we  inves@ng  our  @me  and  money  appropriately?   •  What  should  be  the  social  media  spend  this  year?   How  do  we  manage  social   •  Process  Model   •  Who  owns  social  media?     media  investments?   •  Governance  Structure   •  Responsibility  Matrix   •  How  do  I  get  funding  for  this  new  project?   What  controls  do  we  need  in   •  Process  Model   •  Who  needs  to  approve  this  project?   place?   •  Responsibility  Matrix   •  Who  is  accountable  for  social  media  results?   •  Social  Media  Policies   •  What  happens  when  my  experiment  budget  runs  out?     •  What  regula@ons  are  relevant  and  how  do  we  comply?   •  Where  do  I  want  social  media  champions  to  focus?     How  do  we  measure  and   •  Performance  Metrics   •  What  service  levels  should  I  expect  from  social  media   reward?   partners?       •  What  areas  of  social  media  governance  should  I   approve?     ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     9  
    10. Well-­‐executed  Social  Media  Governance  processes  support   social  media  objecBves  throughout  the  organizaBon.   Social  Media  Governance   Process  Model  Summary   Achieve  Business  ObjecBves   Iden@fy,  Priori@ze  and   Manage  Social  Media   Plan  Social  Media   Efforts  and  Track   Investments   Benefits   Empower  and  Support  the  Business   Establish  and   Develop  Shared   Manage  Social   Measure  and   Manage   Service  Budgets   Media  Partners   Improve   Standards   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     10  
    11. Each  organizaBon  needs  to  determine  the  best  way  to  integrate   Social  Media  Governance  with  exisBng  Governance  processes.   Social  Media   Governance   Corporate   IT   Governance   Governance   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     11  
    12. The  evoluBon  of  IT  Governance  can  help  to  inform  the  likely   evoluBon  of  Social  Media  Governance.   Enterprise  Maturity   Time   Business   Startup   Early  OperaBons   Maturing   Mature   Market  ShiT   Context   OperaBons   Characteris@cs   •  Limited  Complexity   •  Stovepipe   •  Several  Products.   •  Increasingly  Standards   •  Cost  reduc@on   •  Simple  infrastructure   investments  begin   •  IT  straining  to  scale;   Based   impera@ve   •  Few  applica@ons   •  Decisions  by  BU   •  Growing  effort   •  Integrated  info  cri@cal   •  Pendulum  swing  to   and  key  func@ons   needed  to  share  data   to  sustaining     share  and  leverage   •  Some  applica@on   •  Increased  compe@@on   investments   integra@on   for  capital,  expense.     •  Cri@cal  to  channel   •  Acquisi@ons  adding   funding  to  new   complexity   growth  ideas   Dominant   End  User  or   Business  Unit   CIO  or  IT  Execu@ves   Senior  Execs   Shared  By  Process   Leadership   Individual  Process   Leader(s)   excluding  IT  Execs   Owners,  Senior  Execs,     Owner   IT  Execs,  End  Users   Governance   Anarchy   Feudal   IT   Business   Federal   Model   Monarchy   Monarchy   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     12  
    13. In  many  companies,  MarkeBng  and  Legal  teams  share   opportuniBes  for  improving  their  success  together.   MarkeBng   Legal   •  Ounce  of  preven@on   •  Documents  will  be   versus  pound  of  cure   public   •  Terms  and  condi@ons   •  Special  issues  in   interac@ve  Marke@ng   •  Trademark  and   copyright  consents   •  Cease  and  desist  plan   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     13  
    14. OrganizaBons  can  begin  by  determining  their  current  and   desired  level  of  social  media  governance  capabiliBes.   Social  Media  Governance  Maturity   Leading   •  Alignment  of  social  media   Sustained,   investments  and  business   Higher  Value   priori@es   •  Business  value  (business  cases)  as   primary  driver   Maturing   •  Social  media  governed  by  explicit   performance  criteria   •  Marke@ng,  PR  and  IT  educate   business  leaders  about  uses  and   •  Proac@ve  cross-­‐func@onal   Business  Value   benefits  of  social  media   engagement     Created   •  Ini@al  forma@on  of  cross-­‐ •  Rewards  @ed  to  value,  key   func@onal  decision  processes   measures  consistently  applied   •  Defined  organiza@onal  roles  and   •  Established  cross-­‐func@onal   ExperimenBng   responsibili@es  by  func@on  or   decision  making  bodies   •  Informal  opera@ng  processes  and   major  group     •  Joint  cross-­‐func@onal  priori@za@on   model   •  Established  social  media  decision   •  Business  leaders  leverage  social   •  Ad  hoc  decision  making  processes   making  and  escala@on  paths   media  to  support  and  enhance   •  Focus  on  delivering  short  term   •  Ac@vity-­‐based  measurements  and   their  business  strategies   resource  needs   limited  repor@ng  capability   •  Service  Level  Agreements  with   Inconsistent,   Lower  Value   •  Limited  performance  tracking   •  Internal  Service  Level  Agreements   social  media  u@li@es   Basic   Leading   Social  Media  Governance  CapabiliBes   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     14  
    15. The  Book   Chris Boudreaux Empowerment With Accountability This  book  will  release  in  Fall  2009.       Social Media Governance For  a  free  preview  copy,  please   contact  me:   hep://socialmediagovernance.com/blog/contact-­‐me   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     15  
    16. AddiBonal  Resources   SocialMediaGovernance.com   •  Policies   •  Benchmarking  tools   (coming  soon)   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     16  
    17. CreaBve  Commons  License   This  work  is  licensed  under  the  Crea@ve  Commons  Aeribu@on-­‐Noncommercial-­‐Share  Alike  3.0  United   States  License.  To  view  a  copy  of  this  license,  visit  hep://crea@vecommons.org/licenses/by-­‐nc-­‐sa/3.0/us/  or   send  a  leeer  to  Crea@ve  Commons,  171  Second  Street,  Suite  300,  San  Francisco,  California,  94105,  USA.   ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     17  
    18. Social  Media  Governance   Empowerment  With  Accountability   My name is Chris Boudreaux and I created SocialMediaGovernance.com to provide tools and resources for leaders and managers who want to get the most from their social media and social application investments. I lead cross-functional teams of business and technology professionals to create new capabilities and services, from strategy through execution. I am a former Naval Officer and I've led product development and business transformation initiatives at companies including Bank of America, Boeing, eBay and Microsoft. Today I live in Silicon Valley, and I have lived and worked in Charlotte, Chicago, Germany, London, San Francisco and Seattle. •  Visit my blog: http://SocialMediaGovernance.com/blog •  Twitter: @cboudreaux ©  2009  by  Chris  Boudreaux.    SocialMediaGovernance.com     18  

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