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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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