Empowerment With Accountability: Social Media Governance in the Enterprise

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    Empowerment With Accountability: Social Media Governance in the Enterprise - Presentation Transcript

    1. Empowerment With Accountability Social Media Governance in the Enterprise By Chris Boudreaux ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com  
    2. Social  media  offer  the  poten1al  to  add  value  at  every  stage  of  the  customer   experience.   Example  Benefits  of  Social  Media  in  the  Enterprise,  by  Business  Capability   Fulfillment  and   Product  Development   MarkeAng  and  Sales   Support   •  Crowd  sourcing  of  new  ideas   •  Improved  targeAng   •  New  opportuniAes  for  self-­‐ from  exisAng  and  potenAal   capabiliAes   serve  and  lower  cost-­‐to-­‐ customers   serve  channels   •  New  channels  for  markeAng   •  Efficient  access  to  qualified     and  distribuAon   •  Greater  depth  and  breadth   test  subjects   of  customer  interacAons   •  Viral  mechanisms  that   •  Increased  ability  to  leverage   increase  acquisiAon   •  Greater  opportunity  for   experAse  and  source  ideas   efficiency  and  penetraAon   personalizaAon   across  the  organizaAon   rates   •  Fewer  and  more  efficient   •  New  revenue  models  and   handoffs   payment  mechanisms   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   2  
    3. Organiza1ons  using  social  media  quickly  encounter  lots  of  important  ques1ons,   whose  owners  lie  throughout  the  organiza1onal  func1ons.     Organiza1onal  Ques1ons  Triggered  by  Social  Media   Create  and  Deliver  the  Customer  Experience   Fulfillment  and   Product  Development   MarkeAng  and  Sales   Support   Enable  the  Enterprise   Finance  and   Customer   IT   HR   Legal  and   Partners  and   AccounAng   Insight   Regulatory   Vendors   •  Do  I  get  value   •  How  can  we   •  How  do  we   •  How  can  we   •  How  do  we   from  social   leverage  data  to   ensure   ensure   balance   media?   create  value?   informaAon   consistent   empowerment   •  What  is  the   •  How  should  we   security?   customer   with  risk?   business  case?   partner  with   •  How  do  we  help   experiences?   •  Which   •  How  will  we   firms  like   the  business   •  How  do  we   regulaAons  are   measure   Facebook  and   choose  among   scale  social   relevant,  and   performance?   TwiYer?   emerging  tools?   media?   how  will  we   •  How  can  we   •  How  do  we   •  How  will  we   comply?   •  How  will  we   ensure  an   idenAfy  and   train  our  people   manage  the   •  What  policies   integrated  view   promulgate  best   to  effecAvely   brand  in  all  of   make  sense,   of  the   pracAces?   use  social   this?   and  how  do  we   customer?   media?   manage  them?   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   3  
    4. Such  cross-­‐func1onal  ques1ons  can  be  especially  challenging  because  social  media   are  rela1vely  immature  and  change  constantly.   Challenges  in  the  Current  State  of  Social  Media   Risk   •  Brand  and  regulatory  risk   •  Ownership  of  data  created  within  social  media  is  o^en  unclear   •  Your  commitment  to  privacy  may  be  different  than  your  social  media  partners   •  Absence  of  service  level  agreements  from  social  media  partners   •  If  you  don’t  start  learning  now,  you  may  fall  behind!!   Ease  of  Entry   •  Social  media  tools  are  usually  free  or  very  cheap  to  use   •  Technical  requirements  are  usually  very  low  to  begin,  as  most  uAliAes  and  tools  are  delivered   via  web  browser   •  Your  employees  are  probably  already  interacAng  with  your  customers  within  social  media   Unclear   •  Lots  of  people  have  relevant  experAse  (PR,  SEO,  MarkeAng,  IT,  etc.)   Ownership   •  Social  Media  is  new,  cool  and  gedng  investment  dollars   Implied   •  Once  customers  become  accustomed  to  interacAng  with  you  via  social  media,  stopping  risks   Commitment   damage  to  your  customer  relaAonships   Con1nual   •  Your  team  must  conAnually  update  their  knowledge  of  available  tools  and  evolving  features   Evolu1on   •  The  fact  that  informaAon  is  so  readily  available  means  that  informaAon  assets  decay  nearly  as   rapidly  as  they  accumulate.   Distributed   •  More  employees  will  interact  with  customers  –  probably  more  frequently   Par1cipa1on   •  The  goal  is  to  achieve  consistent  behavior,  linked  back  to  the  business  vision,  while   empowering  creaAvity.   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   4  
    5. Social  Media  Governance  can  help  organiza1ons  coordinate  cross-­‐func1onal  efforts   and  maximize  business  value  from  social  media.   Components  of  Social  Media  Governance   Principles  and   Process  Model   Governance   Responsibility   Metrics   Enablers   Structure   Matrix   Defines  and   Processes  that   Key  leaders  and   Roles  and   Business   describes  inter-­‐ enable  effecAve   parAcipants,  and   responsibiliAes  of   performance   operaAon  of   decisions  and   their  primary   primary  and   metrics  that  inform   processes,  structure   conAnual   responsibiliAes  with   supporAng   decisions   and  metrics  to   improvement   respect  to  social   parAcipants  across   achieve  business   throughout  design,   media   organizaAonal   goals  through  social   development  and   funcAons   media   operaAon  of  social   media  soluAons   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   5  
    6. Each  component  of  Social  Media  Governance  supports  internal  champions  of  social   media  by  helping  to  answer  the  ques1ons  triggered  by  social  media.   Example  Ques1ons  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  iniAaAve  prioriAsed?   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  invesAng  our  Ame  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?   •  What  happens  when  my  experiment  budget  runs  out?     •  What  regulaAons  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.    FirstInTheRoom.com   May  2009   6  
    7. For  example,  well-­‐defined  and  implemented  Social  Media  Governance  processes  can   help  to  support  social  media  objec1ves  throughout  the  organiza1on.   Social  Media  Governance  Processes   Achieve  Business  Objec1ves   IdenAfy,  PrioriAze  and  Plan   Manage  Social  Media   Social  Media  Investments   Efforts  and  Track  Benefits   Empower  and  Support  the  Business   Establish  and   Develop  Shared   Manage  Social   Measure  and   Manage  Standards   Service  Budgets   Media  Partners   Improve   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   7  
    8. Organiza1ons  can  begin  by  determining  their  current  and  desired  level  of  social   media  governance  capabili1es.   Social  Media  Governance  Maturity   Leading   •  ProacAve  cross-­‐funcAonal   engagement     •  Established  cross-­‐funcAonal   Sustained,   decision  making  bodies   Higher  Value   •  Alignment  of  social  media   investments  and  business   prioriAes   Maturing   •  Business  value  (business  cases)  as   primary  driver   •  MarkeAng  and  IT  educate  business   leaders  about  uses  and  benefits  of   •  Business  leaders  leverage  social   Business  Value   social  media   media  to  support  and  enhance   Created   their  business  strategies   •  IniAal  formaAon  of  cross-­‐ funcAonal  decision  processes   •  Joint  cross-­‐funcAonal  prioriAzaAon   •  Defined  organizaAonal  roles  and   •  Social  media  governed  by  explicit   Experimen1ng   responsibiliAes  by  funcAon  or   performance  criteria   •  Informal  operaAng  processes  and   major  group     •  Rewards  Aed  to  value,  key   model   •  Established  social  media  decision   measures  consistently  applied   •  Ad  hoc  decision  making  processes   making  and  escalaAon  paths   •  Service  Level  Agreements  with   •  Focus  on  delivering  short  term   •  Internal  Service  Level  Agreements   social  media  uAliAes   Inconsistent,   resource  needs   •  AcAvity-­‐based  measurements  and   •  IntegraAon  with  enterprise  APIs  at   Lower  Value   •  Limited  performance  tracking   limited  reporAng  capability   social  uAliAes   Basic   Leading   Social  Media  Governance  Capabili1es   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   8  
    9. Crea1ve  Commons  License   This  work  is  licensed  under  the  CreaAve  Commons  AYribuAon-­‐Noncommercial-­‐Share  Alike  3.0  United   States  License.  To  view  a  copy  of  this  license,  visit  hYp://creaAvecommons.org/licenses/by-­‐nc-­‐sa/3.0/us/  or   send  a  leYer  to  CreaAve  Commons,  171  Second  Street,  Suite  300,  San  Francisco,  California,  94105,  USA.   ©  2009  by  Chris  Boudreaux.    FirstInTheRoom.com   May  2009   9  
    10. 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.    FirstInTheRoom.com   May  2009   10  

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