Social Business for Complex Organizations
Upcoming SlideShare
Loading in...5
×
 

Social Business for Complex Organizations

on

  • 57,545 views

Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning ...

Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.

Statistics

Views

Total Views
57,545
Views on SlideShare
14,802
Embed Views
42,743

Actions

Likes
131
Downloads
1,392
Comments
1

139 Embeds 42,743

http://darmano.typepad.com 26468
http://www.edelmandigital.com 5799
http://www.edelman.com 2622
http://www.scoop.it 2313
http://www.britopian.com 836
http://www.radian6.com 703
http://www.darmano.typepad.com 463
http://www.salesforcemarketingcloud.com 336
http://feeds.feedburner.com 333
http://www.trendbird.biz 217
http://coolinsights.blogspot.com 199
http://www.smallbusinessnewz.com 165
http://kietluong.tumblr.com 164
http://themorningsocial.com 161
http://www.smartcloud.ie 143
http://www.smo14.de 123
http://www.bloglecom.com.br 120
http://socialwebthing.com 109
http://coolinsights.blogspot.sg 109
http://www.weebly.com 99
http://connections.manulife.com 68
http://www.dr4ward.com 65
http://serve4impact.com 63
http://pinterest.com 60
http://edelman.staging.auctollo.net 58
http://lgmail2.lgcare.co.kr 54
http://lgmail3.lgcare.co.kr 52
http://edelman.dev 48
http://translate.googleusercontent.com 44
http://www.twylah.com 44
http://s.espv3.socialports.com 40
http://www.ans42.com 40
http://smartcloud.weebly.com 37
http://userexperience.collected.info 37
http://www.hanrss.com 33
http://targetedgroup.socialports.com 32
http://coolinsights.blogspot.com.au 30
http://apps.synaptive.net 27
http://coolinsights.blogspot.in 26
http://memit.com 21
http://schulzekopp.de 21
http://coolinsights.blogspot.co.uk 20
http://www.newsblur.com 19
http://gofficeplus.lgcns.com 18
http://archive.feedblitz.com 15
http://officemail.lgcns.com 13
http://greatideas.collected.info 13
http://ict-insights.com 13
http://coolinsights.blogspot.ca 11
http://coolinsights.blogspot.kr 9
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Social Business for Complex Organizations Social Business for Complex Organizations Presentation Transcript

    • SOCIAL BUSINESS UPHELD BY FOUR CORE TRUTHS 2
    • SOCIAL BUSINESS RESTS UPON FOUR TRUTHS THAT SHAPE TODAY’S BUSINESS ENVIRONMENT
    • TRUTH #1 Communication continues to reach further faster. 4
    • TRUTH #2 Everyone has a voice and is influential online. 5
    • TRUTH #3 The increasingly connected world generates an overflow of information. 6
    • TRUTH #4 Core business objectives will always remain constant. 7
    • THESE FOUR TRUTHS HAVE SHAPED A NEW BUSINESS REALITY TODAY’S NEW ENVIRONMENT REQUIREMENTS Based on the four truths, new internal and external requirements exist for all organizations. INTERNAL EXTERNAL MANAGE MORE EFFICIENT AND EFFECTIVE INFORMATION MANAGEMENT PROCESSES Harness the massive amount of available content and data to rethink and reequip business operations. ENGAGE IN A MULTISTAKEHOLDER CONVERSATION Use new mediums to communicate with a wider, multi-faced set of stakeholders INNOVATE AT FASTER SPEEDS Focus business efforts on innovation rather than continued improvement in order to stay relevant HUMANIZE YOUR BRAND In a world where marketing is driven by data and content, brands must learn to communicate with emotion EMPOWER EMPLOYEES Equip employees with the right data at the right time in order to increase brand impact EMBRACE THE RISE OF THE INDIVIDUAL Whether you are a B2B or B2C company it’s important to remember “people buy from people.” It’s vital to sync the internal with the external 8
    • THIS NEW REALITY GIVES BIRTH TO INTERNAL BUSINESS CHALLENGES EMPLOYEES EXPANDING INTERNAL NON-EXISTENT INCONSISTENT DISJOINTED Social media measurement practices Content & Community Practices OUTDATED TECHNOLOGY Crisis communications models Selection and adoption within the org Inappropriate use of social media Confusion of roles & responsibilities Social media programs globally Governance models & Policies 9
    • A MORE CONNECTED WAY OF DOING BUSINESS ― Social business planning is the blueprint for the transformation of an organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a more connected way of doing business and shared value for all stakeholders. ‖ 10
    • THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, 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 Participation THE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY 11
    • INTERNAL AND EXTERNAL ALIGNMENT IS CRITICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes. Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND (External) SOCIAL BUSINESS SOCIAL ENTERPRISE (Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure 12
    • A SOCIAL BUSINESS CREATES AN ENTERPRISEWIDE COLLABORATIVE COMMUNITY Both internal and external communities must provide shared value across the stakeholder ecosystem. INTERNAL Internal EXTERNAL Internal Proactive employee community that understands how to tap the collective knowledge within the organization resulting in cross team collaboration and innovation External External 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 trustworthy relationships 13
    • THE SOCIAL BUSINESS VALUE CREATION FOR A STAKEHOLDER ECOSYSTEM Value is created by stakeholder engagement, process improvement, and product innovation. STAKEHOLDER VALUE (employees) BUSINESS VALUE ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION THE SOCIAL BUSINESS PLATFORM/PROCESS INNOVATION INCREASE IN MORALE EMPLOYEE ADVOCACY SOCIAL BRAND INTERNAL OPERATIONAL EXCELLENCE COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT EXTERNAL (customers, partners, media) REVENUE ADVOCACY PRODUCT FEEDBACK 14
    • SOCIAL BUSINESS AFFECTS MORE THAN JUST THE WAY A BRAND COMMUNICATES Social business spans across the entire organization from HR to Marketing and everything in between. COMMUNICATIONS Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. SALES Increased collaboration between sales professionals in the 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 SUPPLY CHAIN Bring products to market faster through increased collaboration with partners in the supply chain 15
    • SOCIAL BUSINESS INITIATIVES 16
    • PERFORM MULTI STAKEHOLDER AUDITS Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice. Overall Distribution of Conversation General Sentiment Neg 11% Media 35% Neutral 32% Positive 57% Twitter and 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 sentiment analysis Surveys, polls and stakeholder interviews • Identify the right teams, stakeholders and employees Establish roles & responsibilities • Achieve buy-in from senior leadership • Data mining from internal communities • LISTEN PLAN ENGAGE • Identify social listening and social CRM software • Create plan for employee training • Launch programs, events and campaigns • Establish a social media listening center • Process and collaboration design • Determine internal & external topics • Crisis coms and customers support escalation tree • Manage internal collaboration and communication projects Establish a measurement framework Intelligence gathering • Expand teams and channels globally * Examples of Organizational Structures Decentralized Centralized Hub and Spoke Multiple Holistic 18 *Organization structure models from Altimeter Group
    • ORGANIZE FOR SOCIAL INTEGRATION Combine specialized roles with cross-discipline teams for both scale and integration Marketing Corporate On Staff Direct Reports Dotted Line Social Media Director Director of Community Engagement • • • • • • Legal HR IT R&D Sales Customer Care Partners Social Business ―Task Force‖ Community Manager Community Manager Strategy • Staffing and reporting infrastructure • Role description and integration • Hiring and re-organization process • Implementation Employee communications 19
    • DESIGN PROCESSES FOR NEW SOCIAL ACCOUNTS/PROPERTIES efficiently and effectively. Guidelines can help brands manage external communications Yes Be sure to connect with them. No Reach out to the Social Business Center of Excellence 1. Community Need 2. Existing Accounts and/or Strategies 3. Adequate Resources Yes Do you know the account contact? 4. Manager Approval Yes Yes Have you reviewed the Social Media Guidelines? Is there a true need from the community to create a social media channel? No No Review Social Media Guidelines Is there a preexisting brand account you can partner with? Hold off until there is community demand No I’m Not Sure Looks like you may need to create an account, but two considerations. Connect with the Social Business COE to discuss. Yes See #2. No Be sure to discuss with your manager Yes 1. Have you notified your manager about this? Create an account and not social media team.. Share PW with manager No Discuss needs with manager 2. Do you have resources to sustain the account long term? 20
    • FORMALIZE GOVERNANCE PROCESS Governance can help scale social media channels more efficiently and prevent multiple, disjointed communities. INTEGRATION Operations Global Online Services Social Business Task Force Brands Partners Agency Partners Social Business Task Force Yes No Which Brand? Brand A Brand Team Plot Program Launch Measure Results Reported Technology Partners STRATEGY PLANNING IMPLEMENTATION • Policy development and coordination • Internal communications and distribution process • Governance architecture • Process design Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993 21
    • 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 5 1. Identify: Determine the appropriate regions for expansion and determine if there is an opportunity to engage effectively and solidify moderation/governance policies. Decide on an internal collaboration framework with other regions 2. Analyze: Conduct a conversation audit and determine 4. if the business has the appropriate resources to scale operations (i.e. content, community manager, 5. creative) Engage: Launch programs while maintaining general community engagement on social media channels 3. Plan: Create a crisis communications and workflow plan. Determine creative strategy and make technology decisions. Create content marketing plan Track & Measure: Establish reporting frequency and determine the best measures of success 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 Level Activity Engagement Behaviors Tools/Technologies Video Record, upload video; live streaming, Google Hangouts Vimeo, YouTube, Twitvid, Qik, Livestream, Ustream, Google+ Photos Upload and Tag images from events Instagram, Picplz, Hipstamatic, Flickr, Picasa Blogs Write and publish blog content Wordpress, Tumblr, Posterous, internal and external blogs Activity Engagement Behaviors Tools/Technologies Micro Blogging Share product related news, announcements within micro blogging, create influencer lists Twitter, Friendfeed, Quora General conversation Engage in two-way dialogue about industry issues Facebook, Orkut, Quora, Google+ Commenting Respond to comments in 3rd party blogs N/A Activity Engagement Behaviors Tools/Technologies/Networks Listen, practice Subscribe to Google Alerts, monitor Twitter and company blog Google, Twitter, internal networks Follow Follow the brand on Facebook, Twitter and LinkedIn, subscribe to the blog’s community RSS feeds Facebook, Twitter, LinkedIn Optimize Add ―what you do‖ section to online profiles, specifically LinkedIn; disclose company affiliation CONTENT CREATOR Advanced Proficiency Level CONVERSATIONALIST Intermediate Proficiency Level LISTENER Basic 23 LinkedIn, Twitter, other
    • ESTABLISH COMMUNICATIONS AND ESCALATION PROTOCOL Establishing a decision tree is imperative in order to communicate quickly and effectively in real time. Engage Privately Re-direct NO Compliment Engage in public? Assess NO YES Product Monitor Conversations YES Proceed Expertise with product? Assess YES Can CM help? YES NO Engage Privately Participant upset? !! Complaint !! Company Is topic sensitive? Community Proceed NO Is engagement positive? ?! Other issues !? Assess Proceed YES NO YES Legitimate? Do not engage NO Re-direct ASSESS Positive outcome? YES NO Engage Privately Proceed YES LISTEN Re-direct NO YES NO Community Managers Converse further? Proceed Engage Privately (optional, but recommended) ENGAGE • Scenario mapping and planning • Engagement guidelines • Communications protocol • • Technology recommendations REPEAT Training planning and course development Source, David Armano: http://www.flickr.com/photos/7855449@N02/5042953763/in/set-72157606844282993 24
    • COLLABORATE IN REAL TIME Identify 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 CENTER Creating 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 FRAMEWORK Ensuring that the entire organization is measuring social consistently is just as important as the math itself. COLLECTION AND MEASUREMENT FACEBOOK YOUTUBE ATTENTION AUTHORITY INFLUENCE SENTIMENT • Unique Users • Page Views • Media Consumption • Total Interactions – Wall Posts, Likes, Comments • Fan Photos/Videos • Post Quality • External Links to Content and Discussion • Total Fans • Subscribed Fans • Audience Profile as a Reflection of Target • • • • On-Message Positive/Negative/Neutral Change Over Time or Program Reviews • Total Followers • Channel Views • Video Views • Comments • Video Responses and Shares • Amount of Video ―Favorites‖ • External Links • Embeds • Channel Subscribers • Video Honors • Audience Profile as a Reflection Target • • • • On-Message Positive/Negative/Neutral Change Over Time or Program Ratings • RTs • DMs • Tweets to Shared Content and External Hubs • Inbound Links • External Coverage • Extended network and Relative Influence of Followers • Follower Profile as a Reflection of Target • On-Message • Positive/Negative/Neutral • Change Over Time or Program • Total Interactions • Total Trackbacks and Coverage of Activities • Total Ongoing, Engaged Subscribers to Content and • Overall Sentiment Community • Total Shift in Sentiment • Community Crossover TWITTER • Total Followers OVERALL ENGAGEMENT • Total Media Consumption • Establish Global KPI’s and Benchmarks • Identify and document metrics • Standardize methodologies • Construct a ROI model 27
    • PLAN BEFORE YOU EXECUTE. MEASURE WHAT YOU EXECUTE. 28