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About	
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Nexgate	
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Mapping Organizational Roles & Responsibilities for Social Media Risk
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Mapping Organizational Roles & Responsibilities for Social Media Risk

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Transcript of "Mapping Organizational Roles & Responsibilities for Social Media Risk"

  1. 1. Title:  Mapping  Organizational  Roles  &   Responsibilities  for  Social  Media  Risk   Subtitle:  How  to  Define  and  Implement  Organizational  Roles  and   Responsibilities  for  Enterprise  Social  Media  Risk  Management         1  
  2. 2. Executive  Summary   Social  media  has  introduced  a  wide  array  of  opportunities  for  organizations  to  engage   with  customers  and  partners.    Marketers  have  been  tasked  with  capitalizing  on  these   opportunities.    But  with  these  opportunities  comes  risks  –  like  a  damaged  brand   reputation,  regulatory  violations,  privacy  issues,  intellectual  property  compromises,   social  engineering,  Astroturf-­‐ing,  phishing,  and  the  list  goes  on.    What  is  less  clear  is   who  is  responsible  for  managing  and  mitigating  the  risks  tied  to  social  media.       To  get  optimal  value  from  social  media  efforts,  organizations  need  to  establish   controls  for  the  downsides  of  the  technology  by  first  clearly  defining  which  roles   within  their  unique  corporate  structure  should  be  involved  in  social  media  risk   management  and  their  specific  responsibilities.    Organizations  then  need  to  give   those  roles  the  proper  tools,  such  as  policies  and  technologies,  to  be  successful  at   identifying,  managing,  and  mitigating  social  media  risks.    This  report  will  outline  a   framework  for  assigning  roles  and  responsibilities  to  manage  social  media  risk.         2  
  3. 3. Social  Media  Is  Opening  New  Opportunities…  And  Risks   Whether  it  is  a  Facebook  page,  a  Twitter  stream,  a  Tumblr  blog,  a  Pinterest  page,  or   another  social  channel,  consumers  are  jumping  on  the  social  media  bandwagon.    For   example,  it  was  reported  that,  on  Facebook  alone,  there  were  1.15  billion  monthly   active  users  with  819  million  views  via  some  kind  of  mobile  device.i    Twitter  has   approximately  500  million  users  with  more  than  200  million  identified  as  active.ii     Video  platform,  YouTube,  has  over  a  billion  unique  users  every  month.iii    The  most-­‐ visited  consumer  social  networks  include  well-­‐known  platforms  like  Facebook,   Twitter,  Foursquare,  Pinterest,  and  Tumblr,  along  with  lesser  known,  but  growing,   platforms  like  Pheed,  Thumb,  and  Vine.   Social  Adoption  in  Organizations  Is  Maturing   No  brand  wants  to  be  too  far  away  from  their  customers,  so  companies  are  working   diligently  to  meet  consumers  where  they  are,  on  social  media  platforms.    Today,  more   than  79%  of  all  companies  are  using,  or  are  in  the  process  of  adopting,  one  or  more   social  media  channels  as  a  primary  conduit  to  their  customers.iv    Many  of  these   companies  are  experiencing  great  success,  like  iconic  brands  Walmart,  Target,  and   Amazon  (see  Figure  1).v    Their  efforts  are  spread  across  channels,  with  77%  of  the   Fortune  500  using  Twitter,  70%  employing  Facebook,  and  69%  on  YouTube.    What   are  companies  using  social  media  for?    59%  use  it  to  engage  with  their  customers,   49%  to  advertise,  35%  to  conduct  research  on  their  customers,  and  30%  to  conduct   research  on  competitors  and  new  products.vi     Figure  1:    Connecting  with  Customers  on  Social  Media       3  
  4. 4. Social  Media  Is  Also  Exposing  Brands  to  Risk   For  all  of  its  amazing  upsides  for  companies,  such  as  being  able  to  directly  interact   with  customers,  there  is  also  an  ugly  underside  to  social  media  –  the  risks  to   companies  from  social  media.    Whether  it  is  damaging  the  reputation  of  a  company,   releasing  of  confidential  information,  regulatory  and  compliance  risks,  or  identity   theft,  social  media  comes  with  its  own  set  of  risks  based  upon  the  unique,  highly   interactive,  complex,  and  almost  uncontrollable  nature  of  the  interactions.    The   manifestation  of  social  media  risk  can  be  as  low-­‐level  as  an  unsatisfied  customer   tweeting  to  someone,  to  as  extreme  as  the  $200  billion  of  value  that  was  erased  from   the  U.S.  stock  markets  after  a  fraudulent  tweet,  supposedly  from  the  Associated  Press,   was  sent  out  about  an  explosion  at  the  White  House.vii   Who  Does  What,  and  Who  Pays  for  It?   Social  media  is  a  new  channel  with  new  ways  of  interacting  and  new  risks  that   prompt  the  question  –  who  is  responsible  for  managing  the  risks?    For  example,  the   CIO,  if  the  company  has  one,  is  the  person  responsible  for  managing  IT  risks  like   hardware  downtime,  and  stopping  hackers.    When  it  comes  to  managing  financial   risks,  like  regulatory  changes,  fraud  and  interest  rate  changes,  it  is  pretty  clear  that  the   CFO  should  be  responsible  for  ensuring  that  those  types  of  risks  don’t  significantly   affect  the  company.    But  who  is  responsible  for  managing  social  media  risk?   Roles  with  an  Interest  in  Social  Media  Risk  Management   With  the  unique  nature  of  social  media,  responsibility  for  managing  and  mitigating   social  media  risk  is  often  spread  across  numerous  departments.    That  responsibility  is   also  typically  spread  across  a  number  of  corporate  functions,  including  Marketing,  IT,   Communications,  Legal,  Audit,  Risk,  and  Human  Resources.     The  best  way  for  companies  to  align  organizational  responsibility  and  governance  is   to  break  it  down  by  three  levels  –  titles,  roles,  and  responsibilities  across  seven   necessary  functional  areas  as  follows:   Marketing  and  Communications  Management   Representative  Titles:    Chief  Marketing  Officer,  Vice  President  of  Marketing,   and  Vice  President  of  Corporate  Communications.   Role  Level:    Strategic.     Social  Media  Responsibilities:    Generally  serves  as  executive  sponsor  or   executive  owner  of  social  media  initiatives  within  an  overall  marketing  and   brand  management  effort.    Accountable  to  the  Board  of  Directors  and   executive  team  for  the  success  and  failure  of  social  media  efforts,  including     4  
  5. 5. social  media  activity  and  brand  presence,  return  on  investment,  and  any   associated  crises.   Key  Social  Media  Risk  Concerns:    Brand  and  image  protection,  reputation   management,  and  regulatory  compliance  for  Marketing.     Information  Technology   Representative  Titles:    Chief  Information  Officer  and  Chief  Information   Security  Officer   Role  Level:    Strategic.     Social  Media  Responsibilities:    Generally  serves  as  executive  co-­‐sponsor  or   co-­‐owner  of  social  media  initiatives  and  efforts  within  the  context  of  an  overall   information  technology  architecture  and  an  overall  security  architecture.     Accountable  to  the  Board  of  Directors  and  Chief  Executive,  in  conjunction  with   the  CMO,  for  social  media  compliance,  privacy,  IP  and  company  information   protection,  and  any  channel  breaches.   Key  Social  Media  Risk  Concerns:    Regulatory  compliance,  data  privacy  and   security,  social  engineering,  data  management,  and  network  and  resource   protection.   Social  Media  Technology   Representative  Titles:    Chief  Technology  Officer,  Enterprise  Architect,  Digital   Security  Manager,  and  Digital  Infrastructure  Manager.   Role  Level:    Strategic  to  tactical.   Social  Media  Responsibilities:    Select,  deploy,  and  standardize  social  media   management  applications  and  tools,  social  media  account  management,  social   media  policy  enforcement,  and  social  media  training.   Key  Social  Media  Risk  Concerns:    Social  media  account  security,  social  media   privacy,  API  vulnerabilities,  standardization  of  risk  mitigation  efforts  across   channels,  app  proliferation,  and  channel  proliferation.     Social  Media  Marketing   Representative  Titles:    Director/Manager  of  Social  Media,  Director/Manager   of  Digital  Marketing,  Director/Manager  of  Corporate  Communications,  and  any   agencies  with  social  media  responsibility.     Role  Level:    Managerial.     Social  Media  Responsibilities:    Responsible  for  day-­‐to-­‐day  management  of   social  media  efforts  including  channel  management,  content  and  channel   planning,  content  creation  and  approval,  channel  and  application  security,     5  
  6. 6. social  analytics,  social  network  monitoring,  and  initial  issue  and  crisis   identification  and  response.   Key  Social  Media  Risk  Concerns:    Internal  and  external  (fraudulent  or   copycat)  channel  and  site  proliferation,  minimizing  operational  risks  through   policies  and  training,  and  on-­‐channel  security  management.   Social  Community  Management  and  Customer  Service   Representative  Titles:    Social  Community  Manager  and  Social  Customer   Service  Manager   Role  Level:    Managerial  and  operational   Social  Media  Responsibilities:    Day-­‐to-­‐day  customer  interaction,  community   management,  monitoring  of  the  community  and  brand  in  the  social  landscape,   and  management  of  acceptable-­‐use  policies.     Key  Social  Media  Risk  Concerns:    Poor  community  management,   inappropriate  community  use,  customer  interactions,  customer  data   management,  social  media  spam,  and  customer  issue  escalation  and   intensification.     Legal  and  Audit   Representative  Titles:    Chief  Legal  Officer,  Chief  Compliance  Officer,  Chief   Risk  Officer,  Compliance  Manager,  and  Audit  Manager.   Role  Level:    Strategic  to  operational   Social  Media  Responsibilities:    Regulatory  and  legal  compliance,  oversight  of   social  media  policies  and  governance,  auditing  of  brand  accounts,  fraud   identification  and  management,  ensuring  standardization  of  the  brand  and   brand  compliance  across  social  networks,  identification  and  addressing  of   brand  hijacking,  and  brand/reputation  management  and  protection.   Key  Social  Media  Risk  Concerns:    Brand  compliance,  including  internal  use,   partner  and  affiliate  use,  and  community  use,  intentional  and  unintentional   brand  hijacking,  and  erosion  of  brand  reputation.   Human  Resources   Representative  Titles:    Chief  People  Officer  and  Director/Manager  of  Human   Resources   Role  Level:    Strategic  to  operational   Social  Media  Responsibilities:    Employee  oversight,  training  on  social  media   governance,  policies  and  tools,  and  management  of  internal  non-­‐compliance   with  social  media  policies.       6  
  7. 7. Key  Social  Media  Risk  Concerns:    Lack  of  employee  training  on  social  media   policies  and  tools,  identification  and  correction  of  employee  actions  on  social   media,  and  safety  of  employee  personal  use  of  social  media.   Social  Media  Risk  Management  Responsibilities   For  too  many  companies,  initial  social  media  efforts  are  haphazard  and  uncoordinated,   yet  require  the  participation  of  multiple  roles  (see  Figure  2).    While  Marketing  has  set   up  a  Facebook  page  and  maybe  a  Twitter  feed,  Human  Resources  has  established  a   presence  on  LinkedIn  for  recruiting,  and  individual  sales  reps  are  tweeting  away,  while   IT  is  trying  to  lock  down  all  of  the  systems  to  protect  the  company.    It  borders  on  the   edge  of  pandemonium  and  it  exposes  the  brand  to  unnecessary  risk.       Effective  social  media  risk  management  requires  internal  coordination  across   departments  and  groups  for  the  following:   1) Agreeing  on  the  corporate  purposes  and  strategy  for  adopting  social  media   channels  and  platforms;     2) Claiming  the  corporate  geography  on  the  different  social  media  channels;     3) Monitoring  access,  content,  and  applications  across  the  social  landscape;     4) Putting  together  and  executing  an  implementation  plan  for  the  strategy,   including  a  crisis  communications  and  response  plan;  and     5) Following  up  on  the  execution,  including  success  metrics.         None  of  these  can  happen  without  help  from  multiple  parts  of  the  organization.         7  
  8. 8. Figure  2:    What  Roles  Should  Be  Involved  in  Social  Risk  Management?   Marketing  &  Communications   Managements   • Chief  Marketing  Ofhicer   • Vice  President  of  Marketing   • Vice  President  of  Corporate  Communications   Information  Technology   • Chief  Information  Ofhicer   • Chief  Information  Security  Ofhicer   Social  Media  Technology   • Chief  Technology  Ofhicer   • Digital  Security  Manager   • Digital  Infrastructure  Manager   Social  Media  Marketing   Social  Community  Management  &   Customer  Service   Legal  and  Audit   Human  Resources   • Director/Manager  of  Social  Media   • Director/Manager  of  Digital  Marketing   • Director/Manager  of  Corporate  Communications   • Social  Media  Agency   • Social  Community  Manager   • Social  Customer  Service  Manager   • Social  Media  Agency   • Chief  Legal  Ofhicer    Chief  Risk  Ofhicer   • Chief  Compliance  Ofhicer                            Compliance/Audit  Manager   • Chief  People  Ofhicer   • Director/Manager  of  Human  Resources     For  example,  agreeing  on  the  corporate  purposes  and  strategies  for  social  media  is   primarily  a  function  of  marketing  or  corporate  communications.    But,  as  social  media  is   used  for  purposes  other  than  marketing,  such  as  a  customer  service  tool  or  a  recruiting   tool,  the  Customer  Service  team  and  the  HR  team  need  to  be  involved  from  a  platform   and  tool  selection  perspective,  and  IT  from  a  security  technology  view.         The  monitoring  of  social  media  is  primarily  the  responsibility  of  the  social  media  team   and  any  agency  support  they  utilize,  but  could  also  include  Customer  Service,  as   customers  compliment  or  complain  about  the  brand  on  social  media.    It  could  include   market  research,  as  information  is  gleaned  about  customers.    It  should  also  include   risk  and  security  teams  as  social  media  provides  a  channel  for  spear-­‐phishing,  social   engineering  and  other  risks.  Though  different  for  each  organization,  effective  social   media  risk  management  requires  the  active  participation  of,  at  the  minimum,   Marketing,  IT,  Legal,  and  perhaps,  other  departments  like  Human  Resources,  Audit,   and  Customer  Service.           8  
  9. 9. Roles  and  Responsibilities  in  Common  Risk  Scenarios   Once  roles  with  a  vested  interest  in  social  media  are  identified,  clear  lines  of   responsibility  for  issues,  incidents,  and  normal  management  aspects  of  social  media   need  to  be  clearly  defined.    The  best  way  to  do  this  is  by  recognizing  common  risk   scenarios  that  the  company  faces  from  social  media  and  identifying  the  necessary   roles  and  responsibilities  of  the  various  interested  and  involved  departments  and   groups  in  addressing  those  risks.       Below  are  five  commonly-­‐seen  risk  scenarios  and  issues  in  social  media.    For  each   one,  a  high-­‐level  overview  is  provided,  along  with  example  roles  and  responsibilities   found  in  most  companies  and  organizations.     Scenario  1:    Tracking  and  reporting  approved  and  fraudulent  social  media  accounts   • Overview:    It  is  determined  that  someone  external  to  the  organization  has  set   up  one  or  more  unauthorized  social  media  accounts  that  purport  to  represent   the  organization.   • Roles  and  Responsibilities:     o Social  Marketing  tech  team  and  any  agency  supported  and  services,   Marketing  and  IT  are  responsible  for  monitoring  for  new,  unauthorized   accounts.     o Legal  is  responsible  for  notifying  the  social  network  with  a  request  to   remove  the  account.    Once  complete,  legal  should  report  back  to   Marketing  for  verification.   Scenario  2:  Social  media  account  being  hacked   • Overview:    One  or  more  social  media  accounts  are  compromised  and   unauthorized  content  is  published  on  those  accounts.   • Roles  and  responsibilities:   o Corporate  Communications  is  responsible  for  having  a  defined  (and   tested)  internal  /  external  communications  plan  and  process  created   that  includes  agency  support.       o Social  Media  with  any  agency  support  is  responsible  for  monitoring  all   social  channels.   o Marketing  leads  communications  with  the  advisement  of  Legal.       o IT  leads  from  a  systems  perspective,  interfacing  with  Marketing  and  the   o   social  networks.       IT  Security  should  investigate  and  respond  to  each  incident  as  a   security  breach,  and  take  actions  to  preclude  future  risk.     9  
  10. 10. o Marketing  and  Security  should  report  to  a  broader  Social  Media   Committee  and  Board  with  regard  to  outcome  and  risk  mitigation.   Scenario  3:  Spam  and  malware  content  identified   • Overview:    Malware,  and  to  a  lesser  degree  spam,  is  identified  either  being   introduced  through  or  existing  on  corporate  social  media  accounts.   • Roles  and  responsibilities:   o Community  Manager  first  identifies  the  bad  content,  ideally  using   automated  technology,  implemented  with  the  support  of  IT  Security   and  policy  already  defined  by  Legal.   o Security  and  Legal  review  incident  reports,  remediation  efforts,  and   workflow  periodically  for  verification.   Scenario  4:  Release  of  customer  data   • Overview:    There  is  the  potential  for  a  release  of  customer  data  either  by  the   customer,  inadvertently  by  the  company,  or  through  hacking  efforts.   • Roles  and  responsibilities:   o Community  Manager  should  identify  incidents  using  technology   configured  by  the  IT  security  team,  under  the  guidance  of  Legal  and/or   Compliance.       o Community  manager  and  Social  Media  team  should  audit  and  report   issues  regularly  to  Legal  and/or  Compliance.   o Legal  and/or  Compliance  should  monitor  incidents  and  changes  to  laws   and  government  guidelines,  and  recommend  necessary  policy  changes   accordingly.   o Risk  Management  should  evaluate  risk  to  the  organization  based  on  the   potential,  volume  and,  severity  of  incidents.   o Compliance  reviews  incidents  and  handling  of  regulated  or  controlled   data  in  coordination  with  IT  Security.   Scenario  5:    Compliance  violations  or  release  of  sensitive  company  data   • Overview:  The  company  has  the  potential  for  violations  of  compliance   regulations  or  is  susceptible  to  unauthorized  release  of  company  data.   • Roles  and  responsibilities:   o Legal  and/or  Compliance  should  define  a  policy  and  plan  for  addressing   this  issue,  based  on  state,  regional,  and  industry  requirements.   o Legal  and/or  Compliance  should  work  with  the  Social  Media  team  to   understand  application,  and  with  IT  to  map  technology  against   enforcement  capabilities.     10  
  11. 11. o o o Compliance  reviews  incidents  and  handling  of  regulated  data,  and   adjusts  policy  and  rules  for  communication  on  a  regular  basis.   IT  Security  implements  the  policy  via  technology  controls.   Social  Media  team  follows  defined  process  and  is  audited,  and  reports   back  on  progress  and  any  irregularities  or  challenges  to  the  workflow.     Who  Is  Responsible  for  the  Costs?   The  most  often  asked  question  regarding  new  technology,  after  answering  “Who  is   responsible  for  what?”  is  “Who  has  to  pay  for  it?”    Social  media  protection  is  no   exception.    With  the  social  media  platforms,  the  cost  of  the  technology  and  managing   it  is  often  a  shared  expense  between  the  IT  department  and  Marketing,  with   Marketing  assessed  the  largest  portion.    The  cost  of  managing  the  risk  of  social  media   is  also  often  a  shared  expense  (see  Figure  3).       Figure  3:  Functional  Areas  and  Common  Social  Media  Risk  Cost  Responsibilities   Functional  Area   Marketing  and   Communications   Management   Information  Technology   Common  Cost  Responsibilities   • • • • • • • Social  Media  Technology   Social  Media  Marketing   • • • Social  Community   Management  and  Customer   Service   Legal  and  Audit   • Human  Resources   • •   • Agency  services  and  support  fees  (Marketing)   Social  media  risk  management  system  (Share  with  IT)   Social  media  listening  system  (Share  with  IT)   Other  social  media  technologies  and  platforms  (Share  with  IT)   Social  media  risk  management  system  (Share  with  Marketing   and  Communications)   Social  media  listening  system  (Share  with  Marketing  and   Communications)   Other  social  media  technologies  and  platforms  (Share  with   Marketing  and  Communications)   Ongoing  management  of  social  media  risk  management  system   Ongoing  management  of  social  listening  system   Staffing  costs  of  social  media  marketing  efforts,  including  agency   services   Staffing  and  related  costs  of  community  platforms  and  social   customer  management  systems   Staffing  and  related  costs  related  to  legal  management  and   ongoing  audit  efforts   Staffing  and  related  costs  related  to  social  media  training   Staffing  and  related  costs  related  to  internal  policy  management   For  example,  the  actual  technology  need,  such  as  a  risk  and  compliance  application  or   a  monitoring  application,  is  often  a  shared  expense  between  IT  and  Marketing  or   Corporate  Communications,  with  Marketing  assessed  a  majority  of  the  expense.         Other  costs,  such  as  legal  support,  audit  and  compliance  support,  and  employee   training  are  often  taken  on  by  other  groups  in  whole  or  with  a  charge  back     11  
  12. 12. mechanism  to  Marketing.    For  example,  the  costs  taken  on  by  Legal  and  Compliance   for  resources,  such  as  having  an  attorney  and/or  compliance  person  on  staff  that  has   been  trained  and  has  expertise  in  social  media,  would  be  taken  by  the  Legal  or   Compliance  departments  with  the  potential  for  some  chargeback  to  Marketing.       Training  all  employees  and  agency  staff  on  good  social  media  policies  and  practices  is   often  times  covered  by  Human  Resources,  though  training  specific  groups  such  as   social  media  Customer  Service  representatives,  or  the  home  department  of   employees  who  engage  in  social  media.   Making  It  Real:    Actual  Responses  to  Social  Media  Risk   In  order  to  understand  how  this  plays  out  in  reality,  we  spoke  with  the  former  Vice   President  of  Social  Media  for  one  of  the  world’s  largest  financial  institutions.    He   described  two  use  cases,  based  on  actual  events,  and  how  his  cross-­‐functional  team   worked  together  to  manage  them.   Use  Case  #1:    Discovering  and  tracking  bank-­‐owned  social  media  accounts  and  reporting   fraudulent  accounts   At  our  bank  we  had  a  Social  Media  Operations  team  that  reported  to  me  as  the   head  of  Social  Media.    The  staff  on  the  operations  team  was  responsible  for   finding,  via  any  mechanism  possible,  social  accounts  owned  and  being  run  by   the  bank.    This  involved  web  searches,  as  well  as  querying  the  social  networks   via  their  native  search  tools,  and  leveraging  data  from  listening  platforms.     The  team  maintained  a  running  list  of  accounts.    For  any  accounts  that  were   deemed  ‘unauthorized,’  we  would  try  to  connect  directly  via  internal  company   communications  to  either  authorize  and  incorporate  the  account,  or  have  it   shut  down.    For  any  accounts  that  were  external  and  were  found  to  be   fraudulent  and  otherwise  inappropriately  using  our  bank’s  brand,  we  would   report  the  account  to  our  assigned  legal  resource.    The  Legal  Compliance   Department  had  a  person  assigned  to  work  with  the  Social  Media  team  on  this   very  issue.    They  would  take  any  list  of  fraudulent  and  inappropriate  accounts   and  report  them  to  the  social  networks  themselves  to  confiscate  them  or  have   them  shut  down.         12  
  13. 13. Figure  4:    Real-­‐World  Case  One  -­‐  Unauthorized  Accounts       Use  Case  #2:    Handling  ‘bad  content’  moderation   Our  bank  is  a  highly  visible  entity  that  has  garnered  a  significant  amount  of   social  engagement  and  interaction.    As  engagement  increased,  such  as   Facebook  comment  interaction,  we  recognized  the  need  to  remove  and  hide   certain  comments  on  the  page  to  protect  sensitive  data  of  the  commenter   where,  for  example,  they  inappropriately  posted  PII,  account  info,  and  other   confidential  data  to  our  wall.    We  also  had  to  remove  things  like  social  spam,   offensive  content,  and  audience-­‐on-­‐audience  abuse  or  exploitation.    For  all  of   these,  it  is  important  to  note  that  this  was  and  is  not  about  removing  negativity   toward  the  bank.    It  is  about  protecting  the  audience  and  fostering  a  positive   social  community.     First,  my  Social  Media  team  –  in  conjunction  with  the  Social  Customer  Service   team  –  worked  with  Legal  to  create  a  content  use  policy  to  publish  on  our   accounts  as  a  link  (see  Figure  5).    After  publishing  our  policy,  the  Social   Customer  Service  team  was  responsible  for  enforcing  the  policy  across  our   accounts,  while  our  Social  Operations  team  kept  reports  on  bad  content   moderation  activity  and  published  that  metric  in  broader  social  media  reports   for  our  executive  stakeholders.     Figure  5:    Real-­‐World  Case  Two  -­‐  Effective  Moderation     13  
  14. 14.     14  
  15. 15. Next  Steps   The  only  guarantee  is  this  new  age  is  that  every  company  is  at  risk.    It  may  be  today  or   it  may  be  next  year,  but  it  is  more  likely  than  not  that  a  social  media  risk  will  manifest   itself.    To  mitigate  and  minimize  the  potential  impact  to  your  company,  you  need  to   act  today  by  doing  the  following:     Step  1:    Define  a  governance  structure.       Any  successful  social  media  risk  management  and  mitigation  effort  needs  a  foundation.     That  foundation  is  a  governance  structure.    The  governance  structure  is  often   determined  by  the  head  of  social  media,  leading  a  working  group  made  up  of   representatives  from  Marketing  Management,  IT,  Social  Media  Marketing,  Legal  and   Audit,  and  Human  Resources.    The  governance  architecture,  at  a  minimum,  needs  to   explain  who  is  responsible  for  what,  but  should  also  address  items  like  the  scope  of   your  social  media  efforts,  branding  guidelines,  approval  processes,  continuity  planning,   and  training  and  education.     Step  2:    Put  a  social  media  policy  in  place.       A  social  media  policy  (or  set  of  policies)  that  provides  guidance  for  employees  and   protects  the  company  and  customers  from  risk  should  come  right  after  governance.     This  may  take  the  form  of  a  single  policy,  a  set  of  policies,  or  even  a  set  of  guidelines.     The  purpose  of  these  policies  should  be  to  provide  a  set  of  guardrails  for  all   employees,  those  specifically  engaged  in  social  media  on  behalf  of  the  brand,  and   managers  across  the  organization.    For  a  social  media  policy  or  set  of  guidelines  to  be   both  useful  and  usable,  the  policy  should:         1)  Be  clear  in  its  purpose;     2)  Be  in  sync  with  the  company  culture;     3)  Explain  how  the  correct  use  of  social  media  is  beneficial  to  the  company;     4)  Be  written  in  plain  language  and  not  legalese;     5)  Have  the  input  and  buy-­‐in  from  all  departments;  and     6)  Be  as  short  and  to  the  point  as  possible.     Step  3:    Select  technologies  that  will  support  your  organization.       Once  companies  have  a  foundational  governance  structure  in  place,  then  IT   departments  and  social  media  technology  groups  can  put  into  place  the  appropriate   technology  tools  to  manage  and  mitigate  risk.    This  should  include  tools  that  allow  the   company  to  have  visibility  into  the  social  infrastructure  (how  many  accounts  and  on     15  
  16. 16. what  platform)  of  the  company,  provide  governance  for  those  accounts  around  types   of  content  and  data  that  are  published  across  them,  ensure  compliance  with  internal   policies  and  external  regulations,  and  protect  company  social  accounts  and  platforms   from  being  hacked.    Once  these  platforms  are  in  place,  the  Social  Media  Technology   Group  would  be  responsible  for  training  the  social  media  marketing  roles,  the  social   media  community  management  and  customer  service  roles,  and  as  necessary  legal,   audit,  and  human  resources  roles.       Step  4:    Test  your  organization.       After  the  governance,  the  policies,  and  the  technologies,  companies  need  to  test  and   retest  to  make  sure  that  all  the  moving  parts  remain  in  sync.    For  example,  training   employees  and  agency  staff  on  an  out-­‐of-­‐date  social  media  policy  is  almost  as   dangerous  as  not  having  one.    Not  keeping  track  of  all  of  the  brand  presences  on   social  media  and  allowing  them  to  proliferate  without  control  can  open  the  brand  to   unnecessary  risks.    Not  updating  a  technology  application  to  cover  a  new  platform   can  place  the  company  at  increased  risk.    Companies  should  test  their  ability  to   respond  to  different  social  media  risks  by  running  a  series  of  scenario  exercises  based   upon  known  or  expected  social  media  risks.    These  might  range  from  a  scenario   covering  a  miss  sent  tweet,  such  as  a  personal  statement  on  a  company  channel,  to  a   scenario  involving  an  irate  customer  who  takes  to  social  media  to  voice  their  issue,  to   a  scenario  covering  a  social-­‐media  based  reputation  attack  by  an  NGO,  like  efforts  by   Greenpeace  against  Nestle  and  British  Petroleum.         16  
  17. 17. About  Nexgate   Nexgate  provides  cloud-­‐based  brand  protection  and  compliance  for  enterprise  social   media  accounts.    Its  patent-­‐pending  technology  seamlessly  integrates  with  leading   social  media  platforms  and  applications  to  find  and  audit  brand  affiliated  accounts,   control  connected  appliances,  detect  and  remediate  compliance  risks,  archive   communications,  and  detect  fraud  and  account  hacking.     Nexgate  is  based  in  San  Francisco,  California,  and  is  used  by  some  of  the  world’s   largest  financial  services,  pharmaceutical,  Internet  security,  manufacturing,  media,   and  retail  organizations  to  discover,  audit,  and  protect  their  social  infrastructure.                                                                                                                         i  Facebook  Reports  Second  Quarter  2013  Results,  July  24,  2013.   http://investor.fb.com/releasedetail.cfm?ReleaseID=780093   ii  Smith,  Craig.  (September  2013)  By  The  Numbers:  31  Amazing  Twitter  Stats.   September  5,  2013.  http://expandedramblings.com/index.php/march-­‐2013-­‐by-­‐the-­‐ numbers-­‐a-­‐few-­‐amazing-­‐twitter-­‐stats/   iii  YouTube  Hits  a  Billion  Monthly  Users.  March  3,  2013.  http://youtube-­‐ global.blogspot.com/2013/03/onebillionstrong.html   iv  Harvard  Business  Review  Analytics  Services.  The  New  Conversation:  Taking  Social   Media  from  Talk  to  Action.   http://www.sas.com/resources/whitepaper/wp_23348.pdf   v  Fox,  Zoe.  10  Most  Liked  Brands  by  U.S.  Facebook  Users.  Mashable,  Sept  6,  2013.   http://mashable.com/2013/09/06/facebook-­‐brands-­‐likes/   vi  Larcker,  David,  Larker,  Sarah,  and  Tayan,  Brian.  What  Do  Corporate  Directors  and   Senior  Managers  Know  about  Social  Media?  The  Conference  Board,  October  2012.   http://www.gsb.stanford.edu/sites/default/files/documents/TCB_DN-­‐V4N20-­‐ 12.Social_Media.pdf   vii  Lauicella,  Tom,  Stewart,  Christopher,  and  Ovide,  Shira.  Twitter  Hoax  Sparks  Swift   Stock  Swoon,  The  Wall  Street  Journal,  April  23,  2013,   http://online.wsj.com/article/SB1000142412788732373560457844120160519348 8.html     17  

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