Social Business for Complex Organizations

SOCIAL BUSINESS FOR COMPLEX ORGANIZATIONSMichael Brito / David Armano / Kazim Ali

SOCIAL BUSINESSUPHELD BYFOUR CORE TRUTHS 2

SOCIAL BUSINESS RESTS UPONFOUR TRUTHSTHAT SHAPE TODAY’S BUSINESSENVIRONMENT

TRUTH #1Communication continues to reach further faster. 4

TRUTH #2Everyone has a voice and is influential online. 5

TRUTH #3The increasingly connected world generates an overflowof information. 6

TRUTH #4Core business objectives will always remain constant. 7

THESE FOUR TRUTHS HAVE SHAPED ANEW BUSINESS REALITYBased on the four truths, new internal and external requirements exist for all organizations. INTERNAL EXTERNALTODAY’S NEW ENVIRONMENT REQUIREMENTS MANAGE MORE EFFICIENT Harness the massive ENGAGE IN A MULTI- Use new mediums to AND EFFECTIVE amount of available content STAKEHOLDER communicate with a wider, INFORMATION and data to rethink and re- CONVERSATION multi-faced set of MANAGEMENT PROCESSES equip business operations. stakeholders INNOVATE AT FASTER Focus business efforts on HUMANIZE YOUR BRAND In a world where marketing SPEEDS innovation rather than is driven by data and continued improvement in content, brands must learn order to stay relevant to communicate with emotion EMPOWER EMPLOYEES Equip employees with the EMBRACE THE RISE OF THE Whether you are a B2B or right data at the right time INDIVIDUAL B2C company it’s important in order to increase brand to remember “people buy impact from people.” It’s vital to sync the internal with the external 8

THIS NEW REALITY GIVES BIRTH TOINTERNAL BUSINESS CHALLENGESEMPLOYEES EXPANDINGInappropriate use of social media Social media programs globallyINTERNAL NON-EXISTENTConfusion of roles & responsibilities Governance models & PoliciesINCONSISTENT DISJOINTEDSocial media measurement practices Content & Community PracticesOUTDATED TECHNOLOGYCrisis communications models Selection and adoption within the org 9

A MORE CONNECTED WAY OF DOING BUSINESS―Social business planning is the blueprint for the transformation of anorganization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a ‖more connected way of doing business and shared value for all stakeholders. 10

THE THREE CHARACTERISTICS THATENCOMPASS A SOCIAL BUSINESSPeople, Process and Platforms are the foundation of social business planning and initiatives. PLATFORMS Online Monitoring Analytics Platform Internal Collaboration Community Platform Selection Social CRM PROCESS Social Media Policies Technology Integration Customer Support & Sales Workflows Measurement Framework & Rollout Global & Enterprise Expansion PEOPLE Behavior Change Cross Silo Collaboration Executive Support & Participation Organizational Models Employee & Partner ParticipationTHE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY 11

INTERNAL AND EXTERNAL ALIGNMENT ISCRITICAL FOR SUCCESSCollaboration, communication and process development are critical to ensure measureable outcomes. Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL ENTERPRISE SOCIAL BUSINESS (External) (Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure 12

A SOCIAL BUSINESS CREATES AN ENTERPRISE- WIDE COLLABORATIVE COMMUNITY Both internal and external communities must provide shared value across the stakeholder ecosystem. INTERNAL EXTERNALInternal InternalProactive employeecommunity thatunderstands how to tapthe collective knowledgewithin the organizationresulting in cross teamcollaboration and External Externalinnovation Healthy and proactive communities create their own conversations resulting in advocacy Internal External Enabled employees communicate meaningful messages externally with customers and partners resulting in 13 trustworthy relationships

THE SOCIAL BUSINESS VALUE CREATION FOR A STAKEHOLDER ECOSYSTEM Value is created by stakeholder engagement, process improvement, and product innovation.STAKEHOLDER VALUE COLLABORATION ENGAGEMENT KNOWLEDGE SHARING CUSTOMER/SALES SUPPORT SOCIAL ENABLEMENT CUSTOMER SATISFACTION SOCIAL BRAND OPERATIONAL EXCELLENCE INTERNAL EXTERNAL (employees) THE SOCIAL BUSINESS (customers, partners, media) PLATFORM/PROCESS INNOVATION REVENUE INCREASE IN MORALE ADVOCACY EMPLOYEE ADVOCACY PRODUCT FEEDBACKBUSINESS VALUE 14

SOCIAL BUSINESS AFFECTS MORE THAN JUSTTHE WAY A BRAND COMMUNICATESSocial business spans across the entire organization from HR to Marketing and everything in between. Deeper levels of engagement with the social customer through COMMUNICATIONS consistent and relevant content; ability to scale operations globally. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. Increased collaboration between sales professionals in the SALES industry; robust social CRM platform and analytics PRODUCT DEVELOPMENT Product and process innovation using the collective intellect of the community HUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment Bring products to market faster through increased collaboration SUPPLY CHAIN with partners in the supply chain 15

SOCIAL BUSINESSINITIATIVES 16

PERFORM MULTI STAKEHOLDER AUDITSAudits provide valuable insights and help determine stakeholder sentiment and brand share of voice. General Sentiment Overall Distribution of Conversation Neg 11% Media 35% Neutral 32% Positive Twitter and 57% Blogs 65% Internal External• Conversation and sentiment analysis • Conversation and sentiment analysis• Surveys, polls and stakeholder interviews • Content and communication planning• Data mining from internal communities • Intelligence gathering• Intelligence gathering • Influencer and advocate identification 17

ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization EVALUATE ESTABLISH OPERATIONALIZE THE SOCIAL LANDSCAPE A CENTRALIZED TEAM THE SOCIAL BUSINESS CENTER OF EXCELLENCE• Conversation and LISTEN PLAN ENGAGE • Identify the right teams, sentiment analysis stakeholders and • Identify social listening and • Create plan for employee • Launch programs, events employees social CRM software training and campaigns• Surveys, polls and stakeholder interviews • Establish a social media • Process and collaboration • Manage internal • Establish roles & listening center design collaboration and responsibilities• Data mining from internal communication projects communities • Determine internal & • Crisis coms and customers • Achieve buy-in from senior external topics support escalation tree • Expand teams and• Intelligence gathering leadership channels globally • Establish a measurement framework * Examples of Organizational Structures Decentralized Centralized Hub and Spoke Multiple Holistic 18 *Organization structure models from Altimeter Group

ORGANIZE FOR SOCIAL INTEGRATIONCombine specialized roles with cross-discipline teams for both scale and integration • Legal Corporate Marketing • HR On Staff • IT • R&D Direct Reports Dotted Line • Sales Social Media Director • Customer Care Director of Community Partners Engagement Social Business ―Task Force‖ Community Community Strategy Implementation Manager Manager• Staffing and reporting infrastructure• Role description and integration• Hiring and re-organization process• Employee communications 19

DESIGN PROCESSES FOR NEW SOCIAL ACCOUNTS/PROPERTIES efficiently and effectively. Guidelines can help brands manage external communications Be sure to Yes connect with them. 1. Community Need 2. Existing Accounts and/or Strategies Reach out to the Do you know the Social Business account No Center of 3. Adequate Resources Yes contact? Excellence 4. Manager Approval Yes See #2. 1. Have you notified your manager about this? Be sure to discuss Is there a pre- No with your existing brand Looks like you manager Yes account you can may need to Is there a true partner with? No create an need from the account, but two Create an community to considerations. account and not Yes Yes social media create a social media 2. Do you have team.. Share PW Have you channel? Hold off until resources to with managerreviewed the there is sustain theSocial Media No account long community Guidelines? demand I’m Connect with the term? Not Social Business No Discuss needs Review Social with manager No Media Sure COE to discuss. Guidelines 20

FORMALIZE GOVERNANCE PROCESSGovernance can help scale social media channels more efficiently and prevent multiple, disjointed communities. INTEGRATION Operations Global Online Social Business Brands Services Task Force Partners Agency Partners Yes Launch Social Business Which Plot Results Brand A Brand Team Task Force No Brand? Program Measure Reported Technology Partners PLANNING STRATEGY IMPLEMENTATION• Policy development • Internal communications and distribution and coordination process• Governance architecture • Process design 21Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993

EXPAND SOCIAL MEDIA MANAGEMENT AND CAMPAIGNS GLOBALLY Content, process, creative platforms and measurement play a critical role in global expansion. 1 2 3 4 Identify Analyze Plan Engage Continuous Monitoring Track & Evaluate 51. Identify: Determine the appropriate regions for and solidify moderation/governance policies. Decide expansion and determine if there is an opportunity to on an internal collaboration framework with other engage effectively regions2. Analyze: Conduct a conversation audit and determine 4. Engage: Launch programs while maintaining general if the business has the appropriate resources to scale community engagement on social media channels operations (i.e. content, community manager, 5. Track & Measure: Establish reporting frequency and creative) determine the best measures of success3. Plan: Create a crisis communications and workflow plan. Determine creative strategy and make technology decisions. Create content marketing plan 22

ESTABLISH SOCIAL MEDIA LEVELS OF PARTICIPATION FOR EMPLOYEES Provide multiple ways for employees to use social media, regardless of proficiency level or experience. Proficiency Activity Engagement Behaviors Tools/Technologies Level Record, upload video; live streaming, Google Vimeo, YouTube, Twitvid, Qik, Video Hangouts Livestream, Ustream, Google+CONTENT CREATOR Instagram, Picplz, Hipstamatic, Flickr, Advanced Photos Upload and Tag images from events Picasa Wordpress, Tumblr, Posterous, Blogs Write and publish blog content internal and external blogs Proficiency Activity Engagement Behaviors Tools/Technologies Level Micro Share product related news, announcements within Twitter, Friendfeed, Quora Blogging micro blogging, create influencer listsCONVERSATIONALIST Intermediate General Engage in two-way dialogue about industry issues Facebook, Orkut, Quora, Google+ conversation Commenting Respond to comments in 3rd party blogs N/A Proficiency Activity Engagement Behaviors Tools/Technologies/Networks Level Listen, Subscribe to Google Alerts, monitor Twitter and Google, Twitter, internal networks practice company blog LISTENER Follow the brand on Facebook, Twitter and Basic Follow LinkedIn, subscribe to the blog’s community RSS Facebook, Twitter, LinkedIn feeds 23 Add ―what you do‖ section to online profiles, Optimize LinkedIn, Twitter, other specifically LinkedIn; disclose company affiliation

ESTABLISH COMMUNICATIONS AND ESCALATION PROTOCOL Establishing a decision tree is imperative in order to communicate quickly and effectively in real time. Engage Re-direct Privately NO NO YES YES Engage Converse Compliment Assess Proceed Proceed Re-direct in public? further? YES NOCommunity NOManagers Expertise NO YES Can CM Engage Product with Assess help? Privately product? YES Participant upset? Monitor Conversations !! Complaint !! Is Is topic Positive Company Proceed engagement Proceed sensitive? outcome? NO positive? YES YESCommunity YES NO NO Legitimate? Engage ?! Other issues !? Assess Proceed Privately YES NO Engage Do not engage Re-direct Privately (optional, but recommended) LISTEN ASSESS ENGAGE REPEAT • Scenario mapping and planning • Engagement guidelines • Communications protocol • Training planning and course • Technology recommendations development 24 Source, David Armano: http://www.flickr.com/photos/7855449@N02/5042953763/in/set-72157606844282993

COLLABORATE IN REAL TIMEIdentify communication gaps and collaboration challenges that hinder social business transformation. ―Community clusters‖: micro social networks that exist within a set community Ex. Internal communities Interactions between ―community clusters‖• Sharing cultural readiness • Internal communication plan• Assessment of process • Platform audit and recommendations• Business silo assessment • Project management 25 Source, David Armano: http://www.flickr.com/photos/7855449@N02/3530720879/in/set-72157606844282993

LAUNCH A SOCIAL COMMAND CENTERCreating a real time listening/engagement center can help monitor support, crisis and create sales opportunities. Edelman’s ‖SICC‖ (Social Intelligence Command Center) 26

ESTABLISH A MEASUREMENT FRAMEWORKEnsuring that the entire organization is measuring social consistently is just as important as the math itself.COLLECTION AND ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT MEASUREMENT FACEBOOK • Total Interactions – • Unique Users • Total Fans • On-Message Wall Posts, Likes, • External Links to • Page Views Comments • Subscribed Fans • Positive/Negative/Neutral Content and • Media • Fan Photos/Videos • Audience Profile as a • Change Over Time or Program Discussion Consumption Reflection of Target • Reviews • Post Quality YOUTUBE • Comments • Total Followers • Channel Subscribers • On-Message • Video Responses • External Links • Video Honors • Positive/Negative/Neutral • Channel Views and Shares • Embeds • Audience Profile as • Change Over Time or Program • Video Views • Amount of Video ―Favorites‖ a Reflection Target • Ratings TWITTER • RTs • Extended network and • DMs Relative Influence of • On-Message • Total Followers • Inbound Links • Tweets to Shared Followers • Positive/Negative/Neutral • External Coverage Content and • Follower Profile as • Change Over Time or Program External Hubs a Reflection of Target • Total Ongoing, Engaged • Total Trackbacks • Total Media Subscribers to Content and • Overall Sentiment OVERALL • Total Interactions and Coverage of Consumption Community • Total Shift in Sentiment Activities • Community Crossover • Establish Global KPI’s and Benchmarks • Identify and document metrics • Standardize methodologies • Construct a ROI model 27

PLAN BEFORE YOUEXECUTE. MEASUREWHAT YOU EXECUTE. 28

MICHAEL BRITOMichael is the Senior Vice President of SocialBusiness Planning at Edelman Digital, workingpreviously with Intel where he was their SocialMedia Strategist. He wrote the book on socialbusiness titled “Smart Business, SocialBusiness: A Playbook for Social Media in YourOrganization”. DAVID ARMANO David is Executive Vice President, Global Innovation & Integration for Edelman Digital. He was formerly a founding member of social business consultancy Dachis Group and is considered to be a highly influential voice on the topic of social media for business. KAZIM ALI Kazim is a Consultant for Edelman Consulting, a management consultancy focused on the intersection of strategy, marketing, and communications. He was the former CTO of an education-based startup and has led several IT strategy and decision modeling 29 projects for Gartner Consulting.

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Social Business for Complex Organizations

by Edelman Digital on Jul 27, 2012

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