Deconstructing the social business roadmap


Published on

Based on the original social business roadmap from AIIM International, how you can break down the roadmap and understand how to apply it to your organization.

Presented at #optsum on September 12, 2011 in Phoenix, Arizona.

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Early 2011, co-wrote “The Social Business Roadmap”
  • Experimental use of technologies and Proof of concept
  • All from a White paper written by Cal Andrus in 2005, “The Wiki and the Blog”, one of the most famous cases studies of Emergence is the beginning of Intellipedia. Now this has led to an entire suite of collaborative tools behind the firewall. Led by champions Don Burke, Sean Dennehy, and Andrea Baker of the Intellipedia Development cell. Social Business tools were brought in for testing in quick and short pilots: urls were shared with test users and programs either stuck or failed-fast. Today the tool set available to users is not as wide as it is on the open net, but it is focused based on best use cases and adoption by the internal community. Tools are inter-connected and a single sign on is available.
  • Case Study of DoD Social Media Policy as strategy and empowerment. DoD posts social media hub, empowering their 100s of thousands within their community to create, engage and be involved with Social Media and Social Business.
  • Internal:Enterprise FacebookEnterprise YouTubeEnterprise TwitterGlobal presence detectionOn-demand conferencingTelepresence everywhereMobile access to everythingGlobal searchSocial content managementWith more revolutionary applications to come . . . .
  • has social business tools to help the development of your social media presence. They were recently acquired by hubspot, so this interface could change
  • Listen to conversations before jumping into themSpecific focus on complaintsTone and sentimentSet up queries and alertsEmpower community managers
  • Media account manager was lucky enough to have seen this post only 5 minutes after it had been posted. Because the Facebook post was fairly recent, I decided to call someone at Toyota of Des Moines. I wanted to see if they could find the displeased customer before she left the dealership, in hopes that they could try to work through the issue with her in person. As luck would have it, the customer was still at the dealership at the time that I called to inform them of the post. They were able to talk with her, to let her know that they saw her Facebook post, and that they wanted to work through the issue with her. 
  • Move from listening and broadcasting to engagementPlan for engagement for comments, external mentionsEngagement on public, commercial, and third-party sitesAuthenticity and personality important
  • How many of you have seen this commercial?
  • CNN iReporter’s iReport assignment desk is an example of community evolution of technology and communication. Eachday and throughout the day as news breaks, the editors of the iReport page put up assignments to the citizenjournalists to help get real and participatory news live from wherever in the world it is happening. They haveembraced the evolution of technology by asking for submissions as the technology evolves and connecting itwith social media through hashtags on Twitter.This creates additional conversation around not only contributions, but the delivery medium itself. Those noteven connected to CNN are able to participate in the conversation because it is being held at the widest possibledistribution point or audience, out in the open on social media streams.
  • Policies and guidelinesRestrictions on tools and contentInternal monitoringRecords managementLegal issues
  • NASA is quite well known as a player of Social Business tools for engagement within their internal and external communities. Now they open up improving the future of their social business and overall mission with the public in an open source manner. are also sharing their information publicly surrounding the event
  • Deconstructing the social business roadmap

    1. 1. Deconstructing the Social Business Roadmap<br />A conversation and walkthrough of the understanding what it will take to develop a social media business policy for your organization.<br />
    2. 2. Andrea Baker<br />Andrea Baker<br />Twitter: @immunity<br />LinkedIN – Andrea R. Baker<br />
    3. 3. How this session works:<br />I’ll talk about the steps of the roadmap and discuss real world applications. Around the room, please feel free to volunteer how your organization is implementing the step or how you can implement to do better social business.<br />
    4. 4. Are you on the right course?<br />
    5. 5. Goals<br />To improve business processes using social practices and technologies <br />Set the standard in which to follow from concept to constituent and community collaboration<br />Create you essential guide to those who wish to implement social technologies<br />
    6. 6. What is social business? <br />Social business is the use of social technologies and processes to improve internal collaboration and external customer engagement. It is more than simply setting up accounts on commercial services or even implementing enterprise social technologies. Instead, social business processes leverage social technologies within a culture of collaboration, openness, and sharing to streamline and improve the way organizations conduct business.<br />
    7. 7. Where is the personal line?<br />Being a social business means having a personal connection with your customers. <br />Consider a corporate brand instead of a corporate push on the individual brand.<br />
    8. 8.
    9. 9. Social Media / Social Business<br />Let’s be clear of what YOUR needs are:<br />Whether you use social media/social networking for personal business be aware of what you post – its forever!<br />Your personal life will probably touch or bleed into your professional presence – people will “search” for you and know more than you think.<br />If needed, maintain a presence for each persona and keep them separate in your “voice”.<br />
    10. 10. “As we are moving forward in the digital age and with teleworking, it is imperative that in doing business and effective communicating with others not in the same room, we consider how to use social media technologies to fill in the gaps that email and traditional networking or communications do not provide.”<br />
    11. 11. It can be a little overwhelming for the untrained employee<br />
    12. 12.
    13. 13. Social Media Empowerment<br />
    14. 14. Do you feel empowered by your organization to work with social media?<br />Is your organization empowering themselves to work with you on your ideas and energy?<br />
    15. 15. Empowerment<br />A necessary precursor to successful social business initiatives. <br />Based on three tenants<br />Transparency<br />Trust<br />Technology<br />
    16. 16. Transparency<br />Requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing. <br />
    17. 17. Trust<br />Requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust. <br />
    18. 18. Technology<br />Requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.” <br />
    19. 19. Case Study<br />Best Western<br /><ul><li></li></ul>NASA<br /><ul><li>Camilla SDO</li></li></ul><li>
    20. 20.
    21. 21. The 8 Steps Beyond<br />After Empowerment …<br /><ul><li>Emergence
    22. 22. Strategy
    23. 23. Development
    24. 24. Monitoring
    25. 25. Participation
    26. 26. Engagement
    27. 27. Governance
    28. 28. Optimization </li></li></ul><li>Emergence<br />This step the organization is not using social technologies in any formal or organized way. Instead, individuals or small groups within the organization are experimenting with social technologies to determine whether there is business value to them.<br />
    29. 29. Case Study<br /><ul><li>The Beltway
    30. 30. Intelink
    31. 31. Open IDEO</li></li></ul><li>
    32. 32.
    33. 33.
    34. 34. Your EmergenceExamples<br />What can you share?<br />
    35. 35. Strategy<br />Once the organization begins to develop experience with social technologies and has identified potential business value from their use, it is important to create a framework that identifies how it expects to use these technologies, and the goals and objectives for their use.<br />
    36. 36. Strategy<br />Formalization of approach<br />Social business assessment<br />Planning and project management<br />Social business team<br />
    37. 37. Case Study<br /><ul><li>U.S Federal Government
    38. 38. The White House
    39. 39. Department of Defense
    40. 40. 311
    41. 41. Discovery Communications
    42. 42. Starbucks</li></li></ul><li>
    43. 43.
    44. 44.
    45. 45.
    46. 46.
    47. 47. Your Strategy Examples<br />What can you share?<br />
    48. 48. Development<br />With the strategy in place, the organization can make informed decisions about what tools to implement, how to implement them, where to implement them, and how they will potentially scale more broadly within the organization.<br />
    49. 49. Development<br />Identify desired capabilities and deployment options<br />Specific tools<br />Hosted, enterprise, commercial, mobile<br />Procure and implement tools<br /><ul><li>Develop and deliver training and support
    50. 50. Integration</li></li></ul><li>Case Study<br /><ul><li>DATA.GOV
    51. 51.</li></li></ul><li>
    52. 52.
    53. 53. Your DevelopmentExamples<br />What can you share?<br />
    54. 54. Monitoring<br />Initially the organization should spend time monitoring and listening to the conversations taking place in and around a particular tool to get a sense of the nature of the tool, the content of the conversations, the target audiences, and who the leading participants are. This is perhaps more visible in externally focused processes but is important for internal ones as well.<br />
    55. 55. Monitoring<br />
    56. 56. Your MonitoringExamples<br />What can you share?<br />
    57. 57. Participation<br />Once the organization has done some listening it will be able to participate more meaningfully and should begin doing so according to what it has learned about the target market and the nature of the conversations on the various tools.<br />
    58. 58. Participation<br />Seed content into tools<br />Use the tools!<br />Be patient<br />
    59. 59. Case Study<br /><ul><li>Toyota
    60. 60. Vespa</li></li></ul><li>
    61. 61.
    62. 62. Your Participation Examples<br />What can you share?<br />
    63. 63. Engagement<br />The goal is for participation to move to engagement – from speaking at or to customers to engaging with them. This means creating processes to respond to issues, both internally and externally, and ensuring that communications are clear, accurate, and authentic.<br />
    64. 64. Engagement<br />Move from listening and broadcasting to engagement<br />
    65. 65. Case Study<br /><ul><li>Dodge
    66. 66. CNN iReport
    67. 67. Jewelmint</li></li></ul><li>
    68. 68.
    69. 69.
    70. 70. Your Engagement Examples<br />What can you share?<br />
    71. 71. Governance<br />This step describes the process for developing an effective governance framework for social business processes. Some of the steps are specific to certain tools or capabilities, while others are more broadly applicable, such as an acceptable usage policy.<br />
    72. 72. Governance<br />1. Prevent<br /><ul><li> Risk assessments
    73. 73. Training
    74. 74. Policies & procedures
    75. 75. Executive commitment</li></ul>3. Respond<br /><ul><li> Investigation
    76. 76. Communication
    77. 77. Improvements
    78. 78. Employee discipline</li></ul>2. Detect<br /><ul><li> Audit
    79. 79. Ombudsman
    80. 80. Monitoring</li></li></ul><li>Case Study<br />Social Media Governance<br />
    81. 81.
    82. 82. Your GovernanceExamples<br />What can you share?<br />
    83. 83. Optimization<br />Once social business processes are in place, they should be actively managed and reviewed to ensure that the organization is realizing the expected benefits. This includes but is not limited to monitoring the tools in real time, identifying and measuring specific metrics, and training users on new or evolving tools and processes.<br />
    84. 84. Optimization<br />Encourage uptake of the tools<br />Monitor efficacy of tools<br />Measure and analyze tools and processes<br />Continue to educate users and stakeholders<br />Identify changes to tools and new tools to consider<br />
    85. 85. Case Study<br /><ul><li>NASA
    86. 86. Hubspot</li></li></ul><li>Develop and deliver training and support<br />Integration<br />
    87. 87.
    88. 88. Your OptimizationExamples<br />What can you share?<br />
    89. 89. Next Steps<br /><ul><li>Conduct Social Media Assessment – see my session tomorrow
    90. 90. Create Social Media Policy
    91. 91. Create organization specific roadmap
    92. 92. Execute roadmap & share policies</li></li></ul><li>The Future<br />We are moving to a more mobile society.<br />Keep in mind how YOU interact with other brands as a guide to how your organization can improve.<br />
    93. 93. Get the Roadmap<br />Available under Creative Commons – you can add to and expand <br /><br />Contribute to the wiki<br />
    94. 94. Resources <br /><ul><li>Dos and Don’t of Social Media – Hatch Act</li></ul><br /><ul><li>AIIM Social Business Roadmap and Briefings</li></ul><br /><ul><li>Social Media Governance</li></ul><br /><ul><li>Social Media Governance and Best Practices</li></ul><br /><ul><li>140 Social Application Hub</li></ul><br /><ul><li>US Army Social Media Handbook</li></ul><br /><ul><li>Loyalty and Customers</li></ul><br />