Taking social networking to the next level


Published on

A presentation I will be giving during my panel at the Shenandoah University Business Symposium on March 10, 2011.

Published in: Education
  • Be the first to comment

  • Be the first to like this

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

No notes for slide

Taking social networking to the next level

  1. 1. Panelists : Ms. Andrea Baker - AIIM International Eliot Jardines - CENTRA Technology
  2. 2. Your Social Business Roadmap <ul><li>Andrea Baker </li></ul><ul><li>Manager, Systems of Engagement Development, AIIM International </li></ul><ul><li>Vice President Social Media Club DC </li></ul><ul><li>Twitter: @immunity </li></ul><ul><li>LinkedIN – Andrea R. Baker </li></ul>
  3. 3. What is social business? <ul><li>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. </li></ul>
  4. 4. Social Media / Social Business <ul><li>Let’s be clear of what YOUR needs are: </li></ul><ul><ul><li>You should be aware of the points made in the previous presentation “Promise and Perils of Social Networking”. </li></ul></ul><ul><ul><li>Whether you use social media/social networking for personal business be aware of what you post – its forever! </li></ul></ul><ul><ul><li>Your personal life will probably touch or bleed into your professional presence – people will “search” for you and know more than you think. </li></ul></ul><ul><ul><li>If needed, maintain a presence for each persona and keep them separate in your “voice”. </li></ul></ul>
  5. 5. “ 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.”
  6. 6. Social Business Roadmap <ul><li>It begins with Empowerment ; the preconditions required to support and sustain social business practices over time. </li></ul><ul><li>Empowerment consists of transparency, trust, and technology. </li></ul><ul><ul><li>Transparency requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing. </li></ul></ul><ul><ul><li>Trust 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. </li></ul></ul><ul><ul><li>And technology 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.” </li></ul></ul>
  7. 7. The 8 Steps <ul><li>The formal roadmap consists of the following eight steps: </li></ul><ul><li>Emergence </li></ul><ul><li>Strategy </li></ul><ul><li>Development </li></ul><ul><li>Monitoring </li></ul><ul><li>Participation </li></ul><ul><li>Engagement </li></ul><ul><li>Governance </li></ul><ul><li>Optimization </li></ul>
  8. 8. <ul><li>Emergence. In 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. </li></ul><ul><li>Strategy. 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. </li></ul><ul><li>Development. 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. </li></ul><ul><li>Monitoring. 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. </li></ul>
  9. 9. <ul><li>Participation. 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. </li></ul><ul><li>Engagement. 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. </li></ul><ul><li>Governance. 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. </li></ul><ul><li>Optimization. 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. </li></ul>
  10. 10. Case Studies <ul><li>There will be at least two case studies discussed during my time – to be updated/added before the event. </li></ul>
  11. 11. Questions?
  12. 12. Resources <ul><li>Dos and Don’t of Social Media – Hatch Act </li></ul><ul><ul><li>http://ohmygov.com/blogs/general_news/archive/2010/09/03/Dos-and-Donts-for-Feds-on-Social-Media-INFOGRAPHIC.aspx </li></ul></ul><ul><li>AIIM Social Business Roadmap and Briefings </li></ul><ul><ul><li>http://www.aiim.org/Research/Briefings/Social-Business </li></ul></ul><ul><li>Social Media Governance </li></ul><ul><ul><li>http://socialmediagovernance.com/policies.php </li></ul></ul><ul><li>Social Media Governance and Best Practices </li></ul><ul><ul><li>http://govsocmed.pbworks.com/w/page/15060450/Web-2-0-Governance-Policies-and-Best-Practices </li></ul></ul><ul><li>140 Social Application Hub </li></ul><ul><ul><li>http://oneforty.com/home </li></ul></ul><ul><li>US Army Social Media Handbook </li></ul><ul><ul><li>http://www.slideshare.net/USArmySocialMedia/army-social-media-handbook-2011 </li></ul></ul>