Current use and future trends in public sector social media
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Summary of 3-month study carried out for NHS Confederation on current use and future trends in public sector social media (with speaker notes. For video version with audio see ...

Summary of 3-month study carried out for NHS Confederation on current use and future trends in public sector social media (with speaker notes. For video version with audio see http://www.youtube.com/watch?v=whDrViT0Cpk&feature=youtu.be )

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  • This presentation contains the findings of a study carried out by Cogitamus Ltd for the NHS Confederation and published by Cogitamus in August 2012. This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the Presenter. \n\nJoe McCrea can be contacted at joe.mccrea@cogitamus.co.uk \nTwitter #joemccrea1966 \nLinkedInhttp://www.linkedin.com/pub/joe-mccrea/6/101/38\n\n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Cogitamus was delighted to be invited by the NHS Confederation to produce a Report on current use and future trends in social media, primarily but not exclusively in the public and health sectors. It was produced after a 3-month study, including an online survey plus in-depth interviews, with social media leads for 25 leading organisations. \n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • Interest across the public sector in the potential for Social Media is growing exponentially. Organisations big and small, national and local, responsible for policy making and for delivery on the ground, are all seeking to understand what ‘social media’ is and what it can do for them and their service users, stakeholders and influencers.\n\nMany have already ‘dipped their toe in the water’, a few are more advanced in their understanding and practice. The majority are still hesitant, unsure what it means and even more unsure about how to go about developing and implementing an effective and efficient social media capability in their own organisation.\n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • New research published in July 2012 by OFCOM shows that social media is here to stay and is being adopted in increasingly large amounts, particularly amongst 19-24 year olds – a notoriously difficult to reach social group for many public sector organisations. \n\nAccording to OFCOM, social networking is used daily to communicate by about one third (32%) of adults and is the biggest claimed increase in communication methods used in the past two years among 16-24 year olds (31% net claimed increase). \n\n
  • OFCOM also found that the average consumer now spends 90 minutes a week on social networking sites.\n\nLooking at the overall ways in which people communicate with friends and family on a daily basis, 68% use any text-based methods and 63% use any voice-based services.\n
  • OFCOM also found that the average consumer now spends 90 minutes a week on social networking sites.\n\nLooking at the overall ways in which people communicate with friends and family on a daily basis, 68% use any text-based methods and 63% use any voice-based services.\n
  • OFCOM also found that the average consumer now spends 90 minutes a week on social networking sites.\n\nLooking at the overall ways in which people communicate with friends and family on a daily basis, 68% use any text-based methods and 63% use any voice-based services.\n
  • OFCOM also found that the average consumer now spends 90 minutes a week on social networking sites.\n\nLooking at the overall ways in which people communicate with friends and family on a daily basis, 68% use any text-based methods and 63% use any voice-based services.\n
  • So we can be fairly certain that the social media revolution is Permanent. As one of our survey respondents put it “I don’t think this is going to go away. The numbers of people using it are massive and, whilst they might not be doing very much each, collectively it’s very powerful and that isn’t going to go away. The tools will change, but the dynamic won’t go away.”\n\n\n
  • So we can be fairly certain that the social media revolution is Permanent. As one of our survey respondents put it “I don’t think this is going to go away. The numbers of people using it are massive and, whilst they might not be doing very much each, collectively it’s very powerful and that isn’t going to go away. The tools will change, but the dynamic won’t go away.”\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • Whilst the specific term “social media” may be new, its aims, purported benefits and proposed delivery strategies are anything but.\n\nAt the most fundamental level “social media” purports to deliver a more modern, more rapid, more convenient, more effective and more engaging set of tools and behaviours to enable individuals and organisations to more quickly and conveniently communicate with one another and more fully engage with each other’s point of view and perspectives. \n\nIt promises to does this primarily by harnessing the benefits of newly-emerged technology and new communications platforms which are already being adopted by individuals in the wider world for purposes far outwith the specific needs of any single organisation seeking to develop a “social media” capacity. \n\nProponents of social media seek to demonstrate the benefits and value for money deliverables to organisations willing to seriously invest in its operation, often on the back of highly significant investment by others in communications infrastructure, tools and services.\n\nThis is nothing new. A similar set of arguments and exhortations were no doubt made: \n•in Ancient China for using communications towers on the Great Wall; \n•by Johannes Gutenberg in 1440;\n•by Roman proponents of signal flags and fire beacons;\n•by native american smoke signallers at the end of the 18th Century;\n•by Edwin Morse in 1836; \n•by the Pony Express in 1860;\n•by telephone enthusiasts following Bell’s successful patents application in 1876;\n•by fans of Edison’s radio in 1891;\n•at the World Fair in 1900 where the word ‘television’ was first used;\n•in 1946 when Bell Labs demonstrated the first mobile phone call from a set installed in a car;\n•in 1962 by American computer scientist JCR Licklider proposing an “intergalatic computer network”;\n•in 1971 when the first ARPANET e-mail was sent; and\n•by Steve Jobs at virtually any presentation he ever made over a period of 40 years. \n\nAnd most, if not all, of them were true.\n\n\n\n\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • However it is also true that, over the years, there have been plenty of IT-based movements, management theories and fads that have promised big results, but delivered far less. \n\nThe most recent example of this phenomenon was the turn-of-the-century vogue for “knowledge management.” The promise of knowledge management was to “enable organisations to know what we know”. Many organisations’ experience of implementing knowledge management programs did yield some useful insights, most notably the potential for virtual web-based communities of interest and communities of practice (insights which can be harvested today to inform and support successful social media-based activities). \n\nBut the overall end result of the knowledge management movement was an entire self referencing industry of “KM” experts, many of which were fairly closely aligned with associated IT vendors, but far divorced from core organisational priorities or outcomes and therefore increasingly irrelevant.\n\nIf public sector organisations are to reap the undoubted rewards on offer by the intelligent exploitation of social media, but avoid expensive cul de sacs, they need to be able to explicitly align their use of social media with their core mission and drivers.\n\n
  • Our respondents told us that if organisations are to extract the maximum benefit from this revolution, social media needs to be embraced as something which impacts on the entirety of operations, not simply pigeon-holed as a ‘comms activity’.\n\n
  • Our respondents told us that if organisations are to extract the maximum benefit from this revolution, social media needs to be embraced as something which impacts on the entirety of operations, not simply pigeon-holed as a ‘comms activity’.\n\n
  • Our respondents told us that if organisations are to extract the maximum benefit from this revolution, social media needs to be embraced as something which impacts on the entirety of operations, not simply pigeon-holed as a ‘comms activity’.\n\n
  • Our respondents told us that if organisations are to extract the maximum benefit from this revolution, social media needs to be embraced as something which impacts on the entirety of operations, not simply pigeon-holed as a ‘comms activity’.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Organisations need to move from what we call “Broadcasters” to “Communitarians”. What do we mean by this?\n\nA Broadcaster sees social media as simply another communications channel through which it can continue its traditional habit of ‘announcing’ things or speaking ‘at’ people. For a Broadcaster, social media is little more than a reformatted press release or traditional report to be downloaded and consumed by passive recipients.\n\nIn contrast, a Communitarian sees its role as engaging, listening, responding, supporting and participating in communities of individuals. There are broadly 2 types of communities - Communities of Practice and Communities of Interest. Communities of Practice broadly equate to existing organisational structures or work area, for example an ambulance service network or clinical commissioning group. Communities of Interest are more closely aligned with specific policy imperatives or professional disciplines, for example efficiency programmes or social care policy.\n\n
  • Our respondents told us a communitarian approach definitely delivers value\n
  • Our respondents told us a communitarian approach definitely delivers value\n
  • Our respondents told us a communitarian approach definitely delivers value\n
  • Our respondents told us a communitarian approach definitely delivers value\n
  • The crucial mistake to avoid, according to our survey participants, is not to try to use social media to “create” or “invent” communities of individuals. Communities exist out there already. The power of social media derives from its ability to tap into these communities and genuinely to enhance their ability to communicate and collaborate. Efforts to use social media to force new communities into existence are rarely successful.\n\n
  • The crucial mistake to avoid, according to our survey participants, is not to try to use social media to “create” or “invent” communities of individuals. Communities exist out there already. The power of social media derives from its ability to tap into these communities and genuinely to enhance their ability to communicate and collaborate. Efforts to use social media to force new communities into existence are rarely successful.\n\n
  • The crucial mistake to avoid, according to our survey participants, is not to try to use social media to “create” or “invent” communities of individuals. Communities exist out there already. The power of social media derives from its ability to tap into these communities and genuinely to enhance their ability to communicate and collaborate. Efforts to use social media to force new communities into existence are rarely successful.\n\n
  • The crucial mistake to avoid, according to our survey participants, is not to try to use social media to “create” or “invent” communities of individuals. Communities exist out there already. The power of social media derives from its ability to tap into these communities and genuinely to enhance their ability to communicate and collaborate. Efforts to use social media to force new communities into existence are rarely successful.\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • But amongst all the options open to them, there has to be a reason for these existing communities of individuals to want to participate in specific social media sites and deployments.\n\nSome types of reason and benefit may include:\n∞By participating in this social media community, I can get access more quickly and more easily to vital bits of information and knowledge which I need;\n∞By participating in this social media community, I am able to significantly enhance the visibility, reputation and success of my own particular project;\n∞By participating in this social media community, I am able to keep abreast of the latest opportunities for my work within its larger context;\n∞By participating in this social media community, I am able to get access to the latest tools and templates that I need to further develop my skills and knowledge;\n∞Without participating in this social media community, I run the risk of missing the boat when it comes to the important developments in my area of interest and expertise; or\n∞By participating in this social media community, I make contact with, and benefit from, a group of individuals who have experience, skills and knowledge that I need.\n\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Our survey asked participants to tell us the organisational purposes for which they are currently using social media, as well as the frequency with which they are using social media for each purpose. (Regularly, Fairly Regularly, Occasionally, Never) We also asked what they planned to do and with what frequency in the future.\n\nWe asked about 21 organisational purposes, which could be grouped into 3 broad categories - Broadcaster, Listener and Communitarian\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Building brand/organisational presence\nCommunicating to the media\nCommunicating to members or member organisations\nCommunicating to stakeholders or external bodies\nCommunicating to customers or service users\nCommunicating to the public and wider world\nLivecasting/webcasting\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Gaining information/feedback from the media\nGaining information/feedback from members or member organisations\nGaining information/feedback from stakeholders or external bodies\nGaining information/feedback from customers or service users\nGaining information/feedback from the public and wider world\nOnline Polling or Opinion Mapping\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Facilitating or enabling peer to peer communication and interaction internally in the organisation\nFacilitating or enabling peer to peer communication and interaction between members\nFacilitating or enabling peer to peer communication and interaction between customers and service users\nFacilitating or enabling peer to peer communication and interaction between the public and wider world\nSupporting or enhancing face to face meetings or events\nHosting or facilitating online meetings or events\nFacilitating interactive research or academic collaboration\nHosting or facilitating Communities of Practice or Communities of Interest\n\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • Current usage shows that at present the majority are regularly using social media for Broadcasting Activities, occasionally using social media for Listening Activities and not using social media for communitarian activities. (NB This is the current activity by the majority of social media practitioners – a minority of up to a quarter are fairly regularly using social media for communitarian activities)\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • The picture changes dramatically when the question is asked of future use. This shows that the majority of survey respondents are currently planning to use social media regularly in the future for ALL of the 21 activities apart from: \n•Only fairly regularly “obtaining information/feedback from the media”; and \n•Only occasionally “facilitating interactive research or academic collaboration”.\n\nThis is an important and significant finding, for 3 reasons:\n•It demonstrates a certain and quantifiable future overall trend from a broadcasting to a communitarian approach;\n•It shows that a minority of social media practitioners are already adopting a communitarian approach; and\n•It shows that experience of using social media for primarily broadcasting functions is not sufficient for existing practitioners, hence plans being actively developed at present by the majority to move from a broadcasting to a communitarian approach.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • There are individual differences and nuances in the ways in which the organisations studied and interviewed as part of this survey use social media. Each organisation operates in a slightly different arena, with slightly different priorities, serving and addressing the needs of slightly different audiences. \n\nThis is true even if one looks at their individual use of the 4 pre-eminent social media platforms - Twitter, LinkedIn, YouTube and Facebook.\n\nHowever, our survey confirmed the current overall dominance of these platforms.\n\n94% of respondents said their organisations used Twitter for corporate purposes, 67% used YouTube and LinkedIn, and 61% Facebook.\n\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
  • Organisational Purpose/Outcomes\nBreaking News\nStory and events monitoring\nInstant comment and reaction\nBrand promotion\nThematic conversations\n\nParticipants\nJournalists and Commentariat\nThink Tanks/Opinion Formers\nCorporate Accounts/Leaders\n\n
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  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nPeer-to-Peer Professional Networking\nManaged Professional Communities of Practice and Interest\nPolling/Opinion/Interactive Research\nGathering Information/Feedback\n\nParticipants\nProfessionals and Leaders\nCorporates\nGround level staff, stakeholders and users\n\n\n
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  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
  • Organisational Purpose/Outcomes\nBrand Promotion\nSupporting live events\nPlatform for multi-media outputs\nCampaigning/Opinion shaping\n\nParticipants\nPersonal profiles and subscriptions\nProfessionals and Media organisations\nBroadcasters and Opinion Formers\n\n\n
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  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
  • Organisational Purpose/Outcomes\nPopular profile\nBrand promotion\nTapping into public debate/comments\nPlatform for multi-media outputs\n\nParticipants\nPersonal/Individuals’ profiles\nCampaign Groups\nService Users\n\n\n\n
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  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • Although this Report has focussed in detail on the Four Musketeers, it is worth stating that the number of social media platforms is proliferating at a rapid pace. \n\nPublic sector organisations could end up wasting significant effort if they attempted to harness all of them at once. It would be worth investigating whether or not some of the other platforms provide a better ‘fit’ with what a specific organization wishes to achieve in a particular context. \n\nWhatever specific combination of social media channels any organisation chooses to deploy, they will all remain underutilised or less effective if the organisation itself does not recognise and rise to the challenge of changing its internal culture and capacity for supporting social media.\n\nIt is important, therefore, as part of its social media journey, for the organisation to invest in developing its in-house capacity and culture to support its initial chosen platforms, whilst assessing the added-value that could be delivered at a later date by widening its social media base.\n\nMaking a reality of the social media vision, and associated culture and behavioural change, therefore requires thought leadership and robust implementation planning and execution\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • So how are the organisations surveyed and interviewed to inform this Report rising to the thought leadership and implementation challenge?\n\nThe answer is straightforward:\n•allocate dedicated resource to support social media;\n•understand your existing and potential social media audiences;\n•integrate your social media activity across platforms, don’t have different strategies and disparate operations for each channel; and\n•monitor and actively manage your performance.\n\n\n
  • To those about to set out on their social media journey, I would like to offer our best wishes and good luck. If you would like to contact us in future with your own successes, lessons-learned or questions, we’d love to hear from you.\n\nWho knows, if you contact me via Twitter or LinkedIn, I might even reply.\n\nJoe McCrea\nDirector, Cogitamus Health Practice\njoe.mccrea@cogitamus.co.uk\nTwitter #joemccrea1966\nLinkedInhttp://www.linkedin.com/pub/joe-mccrea/6/101/38\n\n\n

Current use and future trends in public sector social media Presentation Transcript

  • 1. Current trends and future use of social media Findings of a study for the NHS Confederation by Cogitamus Ltd Joe McCrea - Director, Cogitamus Health Practice August 2012! ! This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 2. ! The researchThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 3. ! The research• 3-month study including online survey and in-depth interviews with social media practitioners This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 4. ! The research• 3-month study including online survey and in-depth interviews with social media practitioners• 25 organisations took part - majority in NHS and health sector, but also wider public sector This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 5. ! The research• 3-month study including online survey and in-depth interviews with social media practitioners• 25 organisations took part - majority in NHS and health sector, but also wider public sector• Also involved private sector organisations such as CBI, Q Magazine and Warp Films. This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 6. ! The contextThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 7. ! The context• Interest in social media is growing exponentially This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 8. ! The context• Interest in social media is growing exponentially• Many have ‘dipped toe in the water’ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 9. ! The context• Interest in social media is growing exponentially• Many have ‘dipped toe in the water’• Majority still hesitant This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 10. ! The context• Interest in social media is growing exponentially• Many have ‘dipped toe in the water’• Majority still hesitant• Even more unsure about how to actually implement in own organisation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 11. ! New OFCOM findingsThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 12. ! New OFCOM findings• Social Media is here to stay and is being adopted in increasingly large amounts http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 13. ! New OFCOM findings• Social Media is here to stay and is being adopted in increasingly large amounts• Used daily to communicate by about one third (32%) of adults http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 14. ! New OFCOM findings• Social Media is here to stay and is being adopted in increasingly large amounts• Used daily to communicate by about one third (32%) of adults• Biggest claimed increase (31%) in communication methods used in the past two years among 16-24 year olds http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 15. ! New OFCOM findings http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 16. ! New OFCOM findings• average consumer now spends 90 minutes a week on social networking sites http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 17. ! New OFCOM findings• average consumer now spends 90 minutes a week on social networking sites• to communicate with friends and family on a daily basis, 68% use any text-based methods and 63% use any voice-based services http://stakeholders.ofcom.org.uk/market-data-research/market-data/communications-market-reports/cmr12/uk/ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 18. ! PermanenceThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 19. ! Permanence “I don’t think this is going to go away. The numbers of people using it are massive and, whilst they might not be doing very much each, collectively it’s very powerful and that isn’t going to go away. The tools will change, but the dynamic won’t go away.” ! IntervieweeThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 20. !‘Social Media’ is not newThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 21. ! ‘Social Media’ is not new• purports to deliver more modern, rapid, convenient, effective and engaging set of tools and behaviours This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 22. ! ‘Social Media’ is not new• purports to deliver more modern, rapid, convenient, effective and engaging set of tools and behaviours• to enable individuals and organisations to more fully communicate and engage This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 23. ! ‘Social Media’ is not new• purports to deliver more modern, rapid, convenient, effective and engaging set of tools and behaviours• to enable individuals and organisations to more fully communicate and engage• by harnessing the benefits newly-emerged technology and platforms This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 24. ! ‘Social Media’ is not new• purports to deliver more modern, rapid, convenient, effective and engaging set of tools and behaviours• to enable individuals and organisations to more fully communicate and engage• by harnessing the benefits newly-emerged technology and platforms• heard this before? This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 25. !Neither are management fads This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 26. ! Neither are management fads• remember “knowledge management”? This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 27. ! Neither are management fads• remember “knowledge management”?• promised big results at turn of the century This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 28. ! Neither are management fads• remember “knowledge management”?• promised big results at turn of the century• but ended up as a self- referencing ‘KM’ industry divorced from core outcomes or prime needs This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 29. ! Neither are management fads• remember “knowledge management”?• promised big results at turn of the century• but ended up as a self- referencing ‘KM’ industry divorced from core outcomes or prime needs• You MUST ensure social media is aligned with your core mission and drivers This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 30. !You can’t ‘half-do’ Social Media This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 31. !You can’t ‘half-do’ Social Media“Social Media blurs the line between PR, journalism,customer service and interaction, branding...all of thesethings start to mesh into one. It has to be more than alittle department as part of what you do. To do itsuccessfully, you have to seed it through everythingyou do.” ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 32. !You can’t ‘half-do’ Social Media“Social Media blurs the line between PR, journalism,customer service and interaction, branding...all of thesethings start to mesh into one. It has to be more than alittle department as part of what you do. To do it “If you do social media and you simply do it as asuccessfully, you have to seed it through everything top-down exercise, you may as well not do it at all.you do.” But if you treat it as a conversation, that’s where ! the value of it is, because you can don’t just get into the individual examples of individuals’ hopes, fears and ideas, but to everyone else watching Interviewee that conversation, you’re seen to do it and show that you care.” ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 33. !Broadcasters vs Communitarians This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 34. !Broadcasters vs CommunitariansBroadcasters see socialmedia as simply anothercomms channel to continuetheir traditional habit of‘announcing’ things orspeaking ‘at’ people This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 35. !Broadcasters vs CommunitariansBroadcasters see socialmedia as simply anothercomms channel to continuetheir traditional habit of‘announcing’ things orspeaking ‘at’ people Communitarians see role as engaging, listening, responding, supporting and participating in communities of individuals This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 36. !Communities deliver value This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 37. ! Communities deliver value “I think what we’ll start to see is an interest and resurgence in traditional social media. So wind the web right back and come back to ‘forums’, ‘communities’, ‘comments on websites’. I think that’s probably where the value is for most organisations.”! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 38. ! Communities deliver value “I think what we’ll start to see is an interest and resurgence in traditional social media. So wind the web right back and come back to ‘forums’, ‘communities’, ‘comments on websites’. I think that’s probably where the value is for most organisations.”! “The value of replying to people is enormous, because (a) it gets a conversation going, (b) it shows you value them, (c) it gives you a sense of what they think - Interviewee you’re doing your live market research there and then.” ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 39. !Communities can’t be‘created’ This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 40. !Communities can’t be‘created’ ! “We used to try to create our own online network for people who had come on our courses and the reality was that no-one was really using them. They said they wanted to, but our head of digital said to me at the time “All the evidence says, go to where the people are, don’t set up new networks, go to where they are.”Good Practice recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 41. !Communities can’t be‘created’ ! “We used to try to create our own online network for people who had come on our courses and the reality was that no-one was really using them. They said they wanted to, but our head of digital said to me at the time “All the evidence says, go to where the people are, “Almost anything than you can classify as an "attempt" don’t set up new networks, go to where they to use social media is immediately a failure: social are.” media work best when they are built upon communities which already exist and are a continuous part of the organisation’s activity. Intervening artificially into that eco-system or trying to create oneGood Practice recommendation from scratch is rarely successful. ! Poor practice warning This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 42. !Why communities engage This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 43. ! Why communities engage• gain vital information and knowledge This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 44. ! Why communities engage• gain vital information and knowledge• enhance visibility and reputation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 45. ! Why communities engage• gain vital information and knowledge• enhance visibility and reputation• keep abreast of latest opportunities This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 46. ! Why communities engage• gain vital information and knowledge• enhance visibility and reputation• keep abreast of latest opportunities• access tools and techniques This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 47. ! Why communities engage• gain vital information and knowledge• enhance visibility and reputation• keep abreast of latest opportunities• access tools and techniques• don’t miss the boat This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 48. ! Why communities engage• gain vital information and knowledge• enhance visibility and reputation• keep abreast of latest opportunities• access tools and techniques• don’t miss the boat• link up with people, skills and experience This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 49. ! What and when?This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 50. ! What and when?• We asked what are you doing with social media now and with what frequency? This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 51. ! What and when?• We asked what are you doing with social media now and with what frequency?• We also asked how and with what frequency you are planning to use social media in the future? This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 52. ! What and when?• We asked what are you doing with social media now and with what frequency?• We also asked how and with what frequency you are planning to use social media in the future?• We asked about 21 business activities grouped into Broadcasting, Listening and Communitarian This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 53. !Broadcasting ActivitiesThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 54. ! Broadcasting ActivitiesBuilding brand/organisational Communicating to stakeholders orpresence external bodiesCommunicating to the media Communicating to customers or service usersCommunicating to members Communicating to the public andor member organisations wider world Livecasting/webcasting This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 55. ! Listening ActivitiesThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 56. ! Listening ActivitiesOnline Polling or Opinion Gaining information/feedback fromMapping stakeholders or external bodiesGaining information/ Gaining information/feedback fromfeedback from the media customers or service usersGaining information/feedback Gaining information/feedback fromfrom members or member the public and wider worldorganisations This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 57. !Communitarian ActivitiesThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 58. ! Communitarian ActivitiesPeer to peer interaction Peer to peer publicinternally interaction Facilitating interactive Supporting or enhancingPeer to peer members’ research or academic face to face meetings orinteraction collaboration eventsPeer to peer users’interaction Hosting or facilitating online meetings or events Hosting or facilitating Communities of Practice or Communities of Interest This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 59. !How are majority doing now? This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 60. !How are majority doing now?Broadcasting Regularly This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 61. !How are majority doing now?Broadcasting Listening Regularly Occasionally This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 62. !How are majority doing now?Broadcasting Listening Communitarian Regularly Occasionally Never This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 63. ! But future plans?This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 64. ! But future plans?Broadcasting Listening Communitarian Regularly Regularly Regularly This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 65. ! The Four MusketeersThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 66. ! The Four Musketeers ! ! ! ! 94% 61% 67% 67%Dominate but coexist because they serve complementary purposes in different ways. This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 67. ! TwitterThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 68. ! Twitter! Breaking News Story and events monitoring 94% Instant comment and reaction Brand promotion Thematic conversations This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 69. ! Twitter! Breaking News Journalists and Commentariat Story and events monitoring Think Tanks/Opinion Formers 94% Instant comment and reaction Corporate Accounts/Leaders Brand promotion Thematic conversations This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 70. ! Twitter! 94% This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 71. ! Twitter! “Twitter is a vast and inter-connected world of multiple conversations going on about every single topic of conversation you can imagine, with every single possible combination of participants you can imagine, all going on in one sentence bites. It’s the equivalent of having a conversation on a mountain-top which everyone can join in and where everyone can hear you.” 94% ! IntervieweeWhat they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 72. ! Twitter! “Twitter is a vast and inter-connected world of multiple conversations going on about every single topic of conversation you can imagine, with every single possible combination of participants you can imagine, all going on in one sentence bites. It’s the equivalent of having a conversation on a “Twitter is where the real conversation in the mountain-top which everyone can join in and country takes place. It’s fast, it’s immediate. It’s not where everyone can hear you.” in any way mediated by editors or scheduling or 94% ! waiting for the guy from the phone-in programme to get to your number. There’s nothing to stop you having your say.” IntervieweeWhat they say ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 73. ! Twitter! 94%What they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 74. ! Twitter! “We have a strategy that can separate out our clever and articulate people by their specialist subject, so we can develop and widen our reach by recognising that, whilst we have 2 or 3 people who might comment very generally and get engaged in sometimes quite close to the line debate, we much extend the reach if we have someone, for example, with a particular strength and audience in social care, or another in public health, with their own audience. We 94% are careful to make sure we don’t duplicate in our corporate feed what those individuals do.”What they say ! Good Practice recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 75. ! Twitter! “We have a strategy that can separate out our “We had a report on mental health recently, clever and articulate people by their specialist which is not an area we do lots and lots of stuff subject, so we can develop and widen our in and we wanted to get as much reach as reach by recognising that, whilst we have 2 or 3 possible. So we engaged with lots of mental people who might comment very generally and health organisations and we said we want to go get engaged in sometimes quite close to the really hard on this day, this is what we want line debate, we much extend the reach if we tweeted and we hit the bloggers, and we just have someone, for example, with a particular made a nice buzz and noise on that day, much strength and audience in social care, or another greater than if we’d just gone through the usual in public health, with their own audience. We e-mail traffic.” 94% are careful to make sure we don’t duplicate in our corporate feed what those individuals do.” !What they say ! Good Practice Good Practice recommendation recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 76. ! Twitter! 94%What they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 77. ! Twitter! “A good Tweeter has to be doing it regularly. It’s a river where you get in, swim around a bit and get out. You don’t put it on a weekly ‘to do list’ and only do it once a week. Also you need people who tweet with personality, who are always up for a conversation. People who do it badly are people who only do it to put across corporate speak are dull beyond measure.” 94% ! IntervieweeWhat they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 78. ! Twitter! “Who really follows everything that a Twitter corporate account puts out? Twitter is only “A good Tweeter has to be doing it regularly. It’s a river as good as your latest update, so what if where you get in, swim around a bit and get out. You your tweet happens to miss people’s refresh don’t put it on a weekly ‘to do list’ and only do it once a point. We have 33,000 followers, but if week. Also you need people who tweet with there’s one thing that gets my back up it’s personality, who are always up for a conversation. when people say ‘we can put it out to our People who do it badly are people who only do it to put audience of 33,000 on Twitter’. We don’t across corporate speak are dull beyond measure.” have an audience of 33,000 on Twitter, we have 33,000 people who at any one time 94% ! might see the odd tweet from us, which is very different. So going to the places where our audience are is absolutely key.” IntervieweeWhat they say ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 79. ! LinkedInThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 80. ! LinkedIn! Brand Promotion Peer-to-Peer Professional 67% Networking Managed Professional Communities Polling/Opinion/Interactive Research Gathering Information/Feedback This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 81. ! LinkedIn! Brand Promotion Professionals and Leaders Peer-to-Peer Professional Corporates 67% Networking Ground level staff, Managed Professional stakeholders and users Communities Polling/Opinion/Interactive Research Gathering Information/Feedback This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 82. ! LinkedIn! 67% This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 83. ! LinkedIn ! “Twitter is not our social medium of choice for leadership development. For this, we are developing LinkedIn and we are thinking about how we draw in our alumni. We have thousands of people coming through us over the years, so how do we draw them in and develop a relationship with those people over time and allow them also to form networks of their own, and build relationships that have been built on programmes and courses, 67% without us having to create a completely separate network of activity and resource that.” !What they say Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 84. ! LinkedIn ! “Twitter is not our social medium of choice for leadership development. For this, we are developing LinkedIn and we are thinking about how ! we draw in our alumni. We have thousands of “We are interested in people who have leadership people coming through us over the years, so how roles, however broadly defined, in and around the do we draw them in and develop a relationship with health service. We don’t believe these people are those people over time and allow them also to form really active on Facebook, or if they are, they use networks of their own, and build relationships that Facebook for other purposes, for their social life. have been built on programmes and courses, We believe that, in business terms, they are active 67% without us having to create a completely separate network of activity and resource that.” on Twitter and on LinkedIn and the research that we have most recently done appears to confirm that, of our audience, around half of them are on LinkedIn and, of that half, about 20 per cent were ! active on Twitter.”What they say Interviewee ! Interviewee This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 85. ! LinkedIn ! 67%What they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 86. ! LinkedIn ! “Were still experimenting with LinkedIn discussion groups - its hard to know how to get the balance right between actively stimulating discussion and letting the group members get on with it themselves.” ! 67% Written survey responseWhat they say This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 87. ! LinkedIn ! “Were still experimenting with LinkedIn discussion groups - its hard to know how to get the balance right between actively stimulating discussion and ! letting the group members get on with it “We are much more developed as to what we themselves.” do on Twitter than we do on LinkedIn, although our LinkedIn user group is growing by hundreds ! of members a month. We want to use LinkedIn as a mini-forum for debate. Basically, to say 67% Written survey response ‘We’ve written about this, what do you think about it?’. But early days.”What they say Good Practice recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 88. ! YouTubeThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 89. ! YouTube! Brand Promotion Supporting live events 67% Platform for multi-media outputs Campaigning/Opinion shaping This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 90. ! YouTube! Personal profiles and Brand Promotion subscriptions Supporting live events 67% Platform for multi-media outputs Professionals and Media organisations Campaigning/Opinion shaping Broadcasters and Opinion Formers This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 91. ! YouTube !! “Whenever we see an engaging presentation that is doing the rounds in the organisation, we use people in the press office who have done journalism training, to do the voice-over, and produce nice looking material and put them up on YouTube and some of them are getting 2000-3000 views and that’s people who can’t make it easily to our events. You can do that so easily. We have a media suite here and you 67% can go down and produce something really good in less than an hour. We can also use graphics and infographics now and people are getting more used to do that and expecting it - just like broadcasters do, using a graphic rather than a table. But it takes a differing mindset for people who are used to working mainly with words to thinking about images, audio etc.” This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 92. ! YouTube ! ! “Whenever we see an engaging presentation that is doing the rounds in the organisation, we use people in the press office who have done journalism training, to do the voice-over, and produce nice looking material and put them up on YouTube and some of them are getting 2000-3000 views and that’s people who can’t make it easily to our events. You can do that Good Practice so easily. We have a media suite here and you recommendation 67% can go down and produce something really good in less than an hour. We can also use graphics and infographics now and people are getting more used to do that and expecting it - just like broadcasters do, using a graphic ratherWhat they say than a table. But it takes a differing mindset for people who are used to working mainly with words to thinking about images, audio etc.” This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 93. ! FacebookThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 94. ! Facebook! Brand Promotion Popular profile 61% Tapping into public debate/ comments Platform for multi-media outputs This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 95. ! Facebook! Brand Promotion Personal/Individuals’ profiles Popular profile Campaign Groups 61% Tapping into public debate/ Service Users comments Platform for multi-media outputs This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 96. ! Facebook! 61% This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 97. ! Facebook ! “For brands and institutions Facebook is very good at being interactive, but you can also push out much more varied material. You can push out sound, you can push out video, you can push out pictures, graphs. And you can use the virality of that - people liking it, putting it on their walls, sending it to their friends - to create a mass of interest around a subject.” 61% ! Good PracticeWhat they say recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 98. ! Facebook ! “For brands and institutions Facebook is very good at being interactive, but you can also push ! “We created a little graphic, out much more varied material. You can push out sound, you can push out video, you can saying “I’ve voted, have you?” push out pictures, graphs. And you can use the which appeared on people’s virality of that - people liking it, putting it on their Timeline if they shared. I think walls, sending it to their friends - to create a we had about 60 shares of that, mass of interest around a subject.” which isn’t massive but when you 61% ! top up that most people have about 120 friends, in terms of reach it’s a worthwhile activity. Good Practice So you get thousands of peopleWhat they say recommendation and generally engage people who are likely to do something and I think that’s the value of social media to a certain extent. Good Practice It’s not just about numbers, it’s about hitting engaged people.” recommendation This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 99. ! Other platformsThis presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 100. ! Other platforms• There are, of course, platforms ! beyond the Four Musketeers ! This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 101. ! Other platforms• There are, of course, platforms ! beyond the Four Musketeers !• It is worth investigating them to get the best ‘fit’ for your organisation ! ! This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 102. ! Other platforms• There are, of course, platforms ! ! beyond the Four Musketeers !• It is worth investigating them to get the best ‘fit’ for your ! organisation• But they will all remain ! underutilised or less effective if the organisation does not rise ! to the challenge of changing culture and building capacity for supporting social media This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 103. !The implementation challenge This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 104. ! The implementation challenge• allocate dedicated resource to support social media, including external support if necessary This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 105. ! The implementation challenge• allocate dedicated resource to support social media, including external support if necessary• understand your existing and potential social media audiences This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 106. ! The implementation challenge• allocate dedicated resource to support social media, including external support if necessary• understand your existing and potential social media audiences• integrate your social media activity across chosen platforms This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 107. ! The implementation challenge• allocate dedicated resource to support social media, including external support if necessary• understand your existing and potential social media audiences• integrate your social media activity across chosen platforms• monitor and actively manage your performance This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter
  • 108. For further information Joe McCrea - Director, Cogitamus Health Practice joe.mccrea@cogitamus.co.uk Twitter #joemccrea1966 LinkedIn http://www.linkedin.com/pub/joe-mccrea/6/101/38! ! This presentation is copyright Cogitamus Ltd 2012 - do not copy, edit or otherwise extract or reproduce contents without explicit written authorisation from the presenter