Social Media Governance - Beyond the Risks

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Objectives: To allow Internal Auditors to: …

Objectives: To allow Internal Auditors to:
communicate effectively with those managing the use of social media when they are conducting an audit; to understand the inherent release of control of information posted in social media; to understand the tools and systems which might be in use to distribute and monitor social media activity; to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control’.

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  • 1. Social mediaBeyond the risks,how it can work in organisationsFor the Institute of Internal Auditors, AustraliaWalter AdamsonGM Victoria, iGo2 Groupwalter.adamson@igo2group.com4 December 2012
  • 2. Objectives of this webinarTo allow Internal Auditors to: communicate effectively with those managing the use of social media when they are conducting an audit to understand the inherent release of control of information posted in social media to understand the tools and systems which might be in use to distribute and monitor social media activity to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control’
  • 3. Walter Adamson Set up BHP IS Audit Group Certified IS Auditor CIO (Asia Pacific Minerals) Certified Social Media Strategist (2009) Linkedin.com/in/adamson My social web: xeeme.com/walter @adamson
  • 4. Audience poll #1Which networks do you currently use?
  • 5. COMMUNICATE – CORE TERMS
  • 6. Some key social media facets formulating policy and strategy through researching Strategy your brand, customers, partners and competitors monitoring, collecting and analyzing social data to Intelligence make informed, agile business and policy decisions building ‘owned’ social platforms for listening, support,Communities building, collaborating, content social business metrics, ROI, policy and guidelines,Governance processes
  • 7. How to think about socialElevate your view. Take a look down from on high: It’s not about the tools but about what you want to achieve
  • 8. Social network fundamentalsThree key issues:1. N – Network size2. C – Contribution3. P – Participation The behavioural and methodological foundation of success in social media lays in the NCP Model
  • 9. Social PresenceWhat is Presence? Presence is about your voice being heard Reach is about increasing the pathways for your voice to travel Influence is about increasing the impact your voice has on others.
  • 10. Social Architecture
  • 11. Social Media PolicySpecifically, it should: Educate employees, then empower them; Help employees understand and own the risks; Hold employees accountable; Address organization social media account “ownership” and hand- offs when spokespeople leave.
  • 12. RELEASE OF CONTROL
  • 13. Audience poll #2Do you find social media to be challenging to audit because it is changing so fast?
  • 14. ChallengeSimply put, the risk challenge with social is because of its potential viral and permanent nature.
  • 15. Loss of control Hashtags become Bashtags “Dude, I used to work at McDonald’s. The #McDStories I could tell would raise your hair.” (via Twitter) “#McDStories I lost 50lbs in 6 months after I quit working and eating at McDonald’s” (via The Daily Mail) “These #McDStories never get old, kinda like a box of McDonald’s 10 piece chicken McNuggets left in the sun for a week” (via The LA Times)McDonald’s execs recognized the PR disaster in progress and ended the campaign after two hours. But it was too late. The trending topic had already gained a life of its own.
  • 16. Good news! There IS a methodology 1.Assess 8.Monitor 2.Strategise Social 7.Engage Business 3.Create Framework 6.Share 4.Protect 5.Participate
  • 17. Examine risks by business use case Recruitment & Retention Investor relations Public relations Marketing / branding Lead generation Customer service & complaints Innovation & product development Employee relations Business partner relations
  • 18. Key is to integrate social with business1. Social strategy which aligns with business strategy2. Social business risk which is part of business risk management and compliance programs Regulators ? Advertising Standards Bureau, ACCC, Australian Association of National Advertisers (AANA), ASIC, APRA, etc.
  • 19. Internal audit as a partner “As advisers, internal audit can partner with management to develop a strategy in such a way that it does not violate the International Standards for the Professional Practice of Internal Auditing. You can’t even address lower issues until you’ve really got a strategy and governance process in place.”- Mike Jacka, a senior audit manager with Farmers Insurance Group (Phoenix).
  • 20. TOOLS AND SYSTEMS
  • 21. When Social goes Wrong Governance Monitoring Risk Management Crisis ManagementBankrupt!
  • 22. Customer Brand (You)Partner Competitor
  • 23. 1. Assess8.Monitor 2.Strategis e6.Share 3.Create Phase 8 – Monitor 6.Share 4.Protect 5.Participat  Monitoring tools and services e decided  Keyword and location searches  Competitor tracking  Brand tracking  Key measures agreed  Integration in place  Workflow and escalation processes defined  Mobile considered
  • 24. Monitoring fundamentalsBe aware that tools have 3 parts:1. Social data sourcing2. Data processing and analysis3. Reporting and insight delivery
  • 25. Does Listening support governance? Does the listening platform support governance rules and roles and workflow? If it can’t exceptions are created.
  • 26. Social listening post - tools
  • 27. Workflow and decision tree
  • 28. GOVERNANCE AND CONTROL What would it mean to you if you could assure your organisation that social media was well controlled?
  • 29. Social Media “Marketing” Has Caused Internal Business ChallengesEMPLOYEES EXPANDINGInappropriate use of social media Social media footprintINTERNAL NON-EXISTENTConfusion of roles & responsibilities Governance models & policiesINCONSISTENT DISJOINTEDSocial media measurement practices Content & Community PracticesOUTDATED TECHNOLOGYCrisis communications models Disjointed and uncoordinated
  • 30. Confusion of Roles and ResponsibilitiesThis is one of the mostcommon problems we see
  • 31. Confusion of Roles and ResponsibilitiesIt’s not just the TeamIt’s about cross-organisational roles and coordination.
  • 32. 6 Step Audit Approach1. Strategy Assessment – overall goals2. Presence Assessment – where are you the social web3. Listening Assessment – what data and how managed4. Organisation & Internal Culture Assessment5. Process Assessment – workflow, timeliness, escalation6. Governance Assessment • Policy • Roles • Risk Assessment • Compliance
  • 33. Consider starting with an Assessment “A big challenge is trying to figure out everything that’s going on, because you will be shocked by the different people doing social media that you don’t even know about,” says Mike Jacka.
  • 34. Organisational Model for Social MediaThen, get a grip on the model OR
  • 35. Check Approval Workflows e.g. For New Presence Creation Be sure to Yes connect with them. Reach out to the Do you know the Social Business No internal contact? Center of Yes Excellence Yes See #2. 1. Have you notified your manager about this? No Be sure to discuss Is there a pre- with your manager existing presence Looks like you Yes you can partner may need to Is there a true with? No create a presence need to create but two Create a presence Yes a new social considerations. and not social Yes media media team.. Share 2. Do you have PW with manager Have you channel? Hold off until resources toreviewed the there is sustain theSocial Media No presence long community Click here to Guidelines? demand I’m term? connect with the Discuss needs with Review Social Not No Sure Social Business manager No Media COE to discuss. Guidelines
  • 36. FinishTo allow Internal Auditors to: communicate effectively with those managing the use of social media when they are conducting an audit to understand the inherent release of control of information posted in social media to understand the tools and systems which might be in use to distribute and monitor social media activity to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control’
  • 37. CONCLUSIONYou can successfully apply internal audit frameworks to social media.
  • 38. APPENDICESFOR REFERENCE
  • 39. 1. Assess 2.Strategis 8.Monitor e7.Engage 3.Create 4. Protect Phase of iGo2 Strategy Methodology 6.Share Overview 4.Protect 5.Participat e  Regulatory compliance considered  Data collection, retention and archiving determined  Employee protections in place, including the social media policy and training  Company protections in place, including legal  Social architecture assessed in context of risk and monitoring  Crisis management plan developed and integrated  Risk assessment and risk management in place – and practice is conducted  Executive and Board reporting in place – critical items in relation to business strategy and risk
  • 40. 1. Assess 2.Strategis 8.Monitor e7.Engage 3.Create 4. Protect Phase 6.Share 4.Protect Risk Management - 1 5.Participat e  Identify – listening, brainstorming, reviewing  Assign an owner  Qualitative or quantitative evaluation  Mitigation – accept, reduce, reject, transfer  Categorising social media risk:  Reputation  Compliance and regulatory  Legal, IP, Privacy  Operational – reducing employee productivity
  • 41. 1. Assess 2.Strategis 8.Monitor e7.Engage 3.Create 4. Protect Phase 6.Share 4.Protect Risk Management - 2 5.Participat e  Identify and review risks  Review historical activities  Workflow triage from listening  Review 3rd party case studies and reports  Create and review threat lists  Incorporate risk management into social initiatives  Keep up with platform developments and associated legal terms
  • 42. A Multi-level Governance Model 0th level: Terms of Usage posted with some very simple "guidelines" (not policy, not rules, etc.) 1st level: community managers and/or helpful individuals 2nd level: corporate platform managers 3rd level: exec sponsors 4th level: ad-hoc committee of exec VPs (IT, HR, etc.) for issues that requires serious discussion Levels 0 through 2 open and transparent, e.g. anyone can comment and/or contribute.
  • 43. Awareness Mark Pearson @journlaw Social media best practice: New guidelines released Australian Association of National Advertisers (AANA) see http://www.leadingcompany.com.au/technolog y/social-media-best-practice-new-guidelines- released/201211283150