Empowerment With Accountability: Social Media Governance in the Enterprise

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

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

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

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

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

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

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

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

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

Empowerment With Accountability: Social Media Governance in the Enterprise

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