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CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
CORPORATE EVOLUTION OF DIGITAL COMMUNICATION
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CORPORATE EVOLUTION OF DIGITAL COMMUNICATION

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Presented at The Project Revolution in Auckland by Christopher Barger, Senior Vice President, Voce, USA

Presented at The Project Revolution in Auckland by Christopher Barger, Senior Vice President, Voce, USA

Published in: Business, Technology
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  • We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
  • We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
  • No marketing or PR backgroundHasn’t done homeworkSocial media-speakCatch-phrasesUnrelated titles/professional immaturityHasn’t delivered business results
  • We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
  • We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
  • Clear Lines of AuthorityA Social Media EvangelistSensible Metrics & MeasurementPartnership with LegalA Solid Social Media PolicyEmployee Education and Training
  • Transcript

    • 1. BEYOND THE CONVERSATION:THE EVOLUTION OF CORPORATE SOCIAL MEDIA CHRISTOPHER BARGER THE PROJECT [R]EVOLTUION 31 AUGUST 2012
    • 2. A LITTLE ABOUT MEWHO IS THIS GUY? WHY IS HE HERE?Most Importantly, I’m Her Daddy ❯ Built IBM’s initial social media program, 2005-2007 ❯ Built General Motors’ social media program from the ground up, 2007-2011 ❯ Author, The Social Media Strategist (McGraw-Hill, 2012) ❯ Senior Fellow, Society for New Communications Research ❯ As global digital SVP for Porter Novelli, have advised organizations around the world, including DisneyWorld, eBay, HP, the World Health Organization and many others2
    • 3. THE PROJECT: [R]EVOLUTION CORPORATE SOCIAL MEDIA We’ll focus on two aspects of the evolution of CORPORATE DIGITAL PRACTICES: 1EXTENAL EXPECTATIONS How AUDIENCE expectations are shifting how we communicate. 2 INTERNAL STRUCTURES are How ORGANIZATIONS changing to support the new environment.3
    • 4. THE PROJECT: [R]EVOLUTION1 EXTERNAL EXPECTATIONS How AUDIENCES are behaving4
    • 5. SHIFT #1: AUDIENCE MINDSETSFROM ACCEPTING TO CYNICAL5
    • 6. SHIFT #2: AUDIENCE DEMANDSFROM INFORMED “MESSAGING” TO CREATIVELY ENTERTAINING6
    • 7. SHIFT #3: OUR MINDSETFROM SATURATION TO TARGETED CONVERSATIONS7
    • 8. SHIFT #4: OUR SKILLSFROM INFORMING TO STORYTELLING8
    • 9. THE PROJECT: [R]EVOLUTION2 INTERNAL STRUCTURES How ORGANIZATIONS are building9
    • 10. INSIDE ORGANIZATIONS: A TRADITIONAL STRUCTURE Advertising Marketing PR Online10
    • 11. INSIDE ORGANIZATIONS: BREAKING DOWN THE WALLS Dialogue11
    • 12. ORGANIZATIONAL SHIFT #1:INTEGRATION Digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout.12
    • 13. INSIDE ORGANIZATIONS:THE SOCIAL MEDIA CAMPAIGN MENTALITY
    • 14. INSIDE ORGANIZATIONS:MISSING THE OPPORTUNITY
    • 15. ORGANIZATIONAL SHIFT #2:LONG-TERM MENTALITY Digital is not simply about executing short- term campaigns using social networks. The true power of these networks lies in the potential to cultivate long-term relationships – making ongoing engagement and listening as important as any campaign.15
    • 16. INSIDE ORGANIZATIONS: THE SOCIAL MEDIA EXPERIMENT16
    • 17. INSIDE ORGANIZATIONS: DROWNING IN JARGON Social Media Strategist Webinar – March 19, 201217
    • 18. ORGANIZATIONAL SHIFT #3:SOCIAL BUSINESS PROFESSIONALS Digital is not to be handed over to the intern, the new hire, or the outside consultant who’s written three e-books and has a fancy blog but has never actually had to build a program. Digital programs are being run by professional communicators who understand your business.18
    • 19. INSIDE ORGANIZATIONS:A TOO-COMMON MISTAKE19 ocial Media Strategist Webinar – March 19, 2012 S19
    • 20. INSIDE ORGANIZATIONS:SOCIAL FOR ITS OWN SAKE Alice came to a fork in the road. “Which road do I take?” she asked. “Where do you want to go?” responded the Cheshire cat. “I don’t know,” Alice answered. “Then,” said the cat, “it doesn’t matter.”20
    • 21. ORGANIZATIONAL SHIFT #4:STRATEGIC APPLICATION Digital is not the ongoing pursuit of the latest “hot” platform or winning the admiration of developers and social media wonks. When used by business, it is a strategic business platform that supplements or reinforces broader business strategy.21
    • 22. INSIDE ORGANIZATIONS: NO CLEAR STRUCTURE OR AUTHORITY22
    • 23. ORGANIZATIONAL SHIFT #5:7 DEFINED INTERNAL ROLES AND NEEDS • An Executive Champion • Clear Lines of Authority • A Social Media Strategist • Sensible Metrics/Measurement • Partnership With Legal • A Solid Social Media Policy • Employee Education & Training23
    • 24. THE PROJECT: [R]EVOLUTIONSUMMARY OF THE CORPORATE DIGITALEVOLUTION❯ Audiences expect more from us❯ More than ever, our job is to tell stories❯ But our job is also to build relationships, not reach eyeballs❯ Social is becoming integrated with the rest of communications❯ No more experiments!❯ No more ninjas – this is serious business for serious professionals❯ No more shiny objects❯ Clarity and formalization of roles/responsibilities24
    • 25. QUESTIONS/DISCUSSION

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