On The Business of social media

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On The Business of social media

  1. 1. ON THE BUSINESS OF SOCIAL MEDIA Benchmarks, Best Practices and Preliminary NextSteps for Creating Corporate Social Media Adoption January 20, 2011
  2. 2. Being Social A social network is a social structure made up of individuals (or organizations) called "nodes", which are tied (connected) by one or more specific types of interdependency, such as friendship, kinship, common interest, financial exchange, dislike, or relationships of beliefs, knowledge or prestige. –Wikipedia (as of 1/19/2010)
  3. 3. Being Social Social Media is the content, ideas, information and updates shared via social networks Social sharing is as old as campfire stories, traveling minstrels and early newspapers—Stories uncontrolled by central authorities and spread amongst communities of shared interests In the past decade there has been explosive technological growth in the development and adoption of socially connected applications, platforms, devices and networks (Social Computing) The viral spread of social media offers challenges and opportunities to corporations, and its adoption or prohibition should be carefully considered
  4. 4. When considering how to enable socialmedia in your organization, it’simportant to consider previoustechnology revolutions
  5. 5. Let’s Start with the Desk Phone Prior to WWII, the office phone was just that — a single phone for a group of workers, usually controlled by a manager In the post war period, phone technology advanced to the point where it was possible to place a phone on every desk But there were arguments against a phone for every desk  It decreases productivity: employees will spend their time chatting with friends and families  It compromises security: employees can share company secrets from the privacy of their offices  It’s an unnecessary expense: other than convenience, how would a phone improve the bottom-line (No ROI) It took about 20 years before corporate culture caught up with technology and recognized the value of the desk phone. By the mid-seventies, it was hard to imagine a workplace without a phone on every desk but it was a nearly 30-year process.
  6. 6. Other Important Tech Revolutions Then Followed Fortunately, the adoption process has been repeated for new technologies at an increasingly rapid pace Number of years from practical business use to wide-scale deployment  Personal PCs (15 years)  Mobile Phones (10 years)  Email (7 years)
  7. 7. And the Revolution Continues TodayThe pace has exponentially accelerated during thesocial media eraStudents only 2004 2005 2006Public access 2006 CNN made YouTube a core component of the 2008 Presidential Debates
  8. 8. Social Media Adoption by Generation Digital NativesGenerations 2010, Pew Research Center 12/16/2010
  9. 9. Millennials = Digital Natives = Current and Future Employees Accenture found that millennials make heavy use of social networking sites while on the job, whether their employers allow them to or not. According to the report, 45 percent of employed They’ve never known a world without computers millennials use social Are intensely collaborative Adept at multitasking networking sites when they’re Social networking is an at work, but only 32 percent essential communications channel say that access to social They are the future employees and leaders of networks is supported by industry their IT departments. Cisco 2010 Midyear Security Report
  10. 10. The Failure of Social Media Prohibition A recent survey from Cisco found that when workers want access to social networking technologies, they’ll get it— even if it means circumventing corporate policy. The study reported that 50 percent of end users admitted that they ignored company policy prohibiting use of social media tools at least once a week, and 27 percent said they change the settings on corporate devices to access prohibited applications. According to a Gartner Inc. social media security expert Andrew Walls, banning Facebook, and other social networking services like LinkedIn and Twitter, is an exercise in futility… Securing social media in the enterprise is not a responsibility that should fall to information security teams. Social networks are being victimized by the same malware plaguing email and websites. "So if Im going to block social media on the basis of malware distribution," Walls asked hypothetically, "why not block email?"
  11. 11. Social Media Access by Company Size100%90%80%70% Block Access60% Control/Restrict50%40% Monitor Use30% No Policy20%10% 0% Small (<100) Medium (100-1000) Large (>1000) Organization Size (number of employees) McAfee Web 2.0 Report 2010
  12. 12. Adoption and Use of Social Media by Industries Question: Which of the following indicates your organization’s use social media in any way for business purposes. By social media, we mean Web based channels and technologies such as Facebook, Twitter, blogs, YouTube, discussion forums, online communities, etc. The New Conversation: Taking Social Media from Talk to Action Harvard Business Review Analytic Services
  13. 13. Employee Access to Social Media at MajorCorporations (and the US Army)Allows Allows Allows AllowsAllows Allows Allows Allows Note: GE and Honeywell info not available so we’re obtaining it through unconventional meansBlocks
  14. 14. A Closer Look at Some of these CompaniesThere’s a great deal of commonality between the policies ofcompanies successfully allowing social media access. Thisspeaks to the normalization of these channels and the fact thateffective social media management is largely a matter ofadapting pre-existing policies into a set of common senseguidelines.Many policies & guidelines are available for review atSocialMediaGovernance.com
  15. 15. http://www.ibm.com/blogs/zz/en/guidelines.html  IBM produced its initial guidelines in 2005. They have released subsequent updates in 2008 and 2010  These guidelines have been produced with the involvement of IBMers . A wiki was created to allow for the collective wisdom of the organization to be captured and considered  Although initially focusing on Social Networking, it has evolved to encompass all forms of Social ComputingIntroduction: Responsible engagement in innovation and dialogueOnline collaboration platforms are fundamentally changing the way IBMerswork and engage with each other, clients and partners.IBM is increasingly exploring how online discourse through socialcomputing can empower IBMers as global professionals, innovators andcitizens. These individual interactions represent a new model: not masscommunications, but masses of communicators. Through these interactions,IBM’s greatest asset—the expertise of its employees—can be shared withclients, shareholders, and the communities in which it operates.
  16. 16.  Siemens has managed to build a diverse range of official and unofficial social media voices and points of presence without having a formal Social Media policy. However, they have a strong set of business conduct guidelines that employees adhere to in their communications. Dozens of Twitter profiles and Facebook properties exist to support the disparate business units across the world. Siemens is currently contemplating options for enterprise- wide social media policies.
  17. 17. http://www.slideshare.net/USArmySocialMedia/army-social-media- handbook-2011 In 2009, the US Army ordered its network managers to give soldiers access to social media sites like Facebook, Flickr, and Twitter. That move reverses a long trend of blocking Web 2.0 access from military networks.  It is “the intent of senior Army leaders to leverage social media as a medium to allow soldiers to ‘tell the Army story’ and to facilitate the dissemination of strategic, unclassified information,” says the order, obtained by Danger Room. Therefore, “the social media sites available from the Army homepage will be made accessible from all campus area networks.http://www.wired.com/dangerroom/2009/06/army-orders-bases-stop-blocking-twitter-facebook-flickr/
  18. 18.  Boeing does not have a specific Social Media policy. Employees are governed by Boeing’s Use of Company Property policy and other applicable employee policies. Can I use my Boeing-issued computer to join or access a social networking site? Answer: Boeing-issued computers are provided for the conduct of company business. Limited/infrequent access to social networking internet sites from the Boeing network is currently allowed within the guidelines set forth within PRO 10 (3B #2), The End User Security Handbook, and PRO-3439 (Release of Information Outside The Boeing Company). In addition, employees are strongly encouraged to seek management authorization prior to utilizing Boeing resources for social networking use.
  19. 19. http://www.es.northropgrumman.com/ourvalues/assets/TYInternet.pdf  Northrop Grumman does an excellent job of adapting its Social Media policies to a defense contractor environment; it allows social media usage while encouraging appropriate paranoia.Some personal use of the Internet is acceptable and must comply with company policy and Standards of Businessconduct. Employee use of the Internet for personal reasons must not:• Be done during working time, preempt company business, or compromise other employees’ productivity• Compromise security or the company’s reputation• Create a hostile working environment or set a poor behavioral example• Use of the Internet for personal business use, such as running a consulting or side business, is considered misuse of company resources and is prohibited.“Social media sites can be used by cyber spies to engage in espionage and gather information on potentialtargets for cyber crime. In order to minimize the chance that you will be targeted by cyber spies, thefollowing best practices should be employed when using social media sites on the Internet: Do not use your Northrop Grumman e-mail address as the e-mail address associated with social media site used for personal use. Do not publish your affiliation with Northrop Grumman on social media sites used for personal use. Do not post detailed information about your job. Remember that company procedure prohibits posting or discussing proprietary information, trade secrets, private company information, classified data or information subject to export control requirements. Secure your profiles so that they are not visible to “everyone” or searchable via public search engines (e.g., Google).When joining these communities, the “public” part of your profile (which may include the picture associatedwith the account, personal information, and friends list) may be visible to everyone who is part of thecommunity, including non-employees and foreign nationals.”
  20. 20. Applying the Social Dimension to the Lockheed Martin Mission  Lockheed Martin has opted-out of allowing open access to public Social Networking in favor of creating a behind-the-firewall, private community to “fill workforce needs”“Lockheed is working on coming up with a broad social-networking policy, Dahlensaid, but today blocks access to most of the popular public social-networkingsites.”“Although Lockheed Martin isnt keen on employees using public social networkslike Facebook or YouTube in the course of their jobs, the high-tech company isrolling out an internal social network designed by its own engineers for businesscollaboration.” “Called "Unity," (later renamed Eureka Streams) the Lockheed Martin social network combines blogging, Wiki functions, personal pages and group forums that glitter with the kind of multimedia that keeps youthful employees engaged and their elders agog. But far from being eye-candy entertainment, Unity is seen as the companys evolving foundation for project interactions and the front-end to a document repository.”
  21. 21. Key Elements of an Effective Social Media Policy  Many policies/guidelines are very similar in content and structure  Forrester Research has conducted a fair amount of research and identified many of the core tenets of effective social media policies that could serve as a good source for ███  ███ has the opportunity to build upon the collective wisdom of others to create a unique vision on how to guide and empower the entire organization on Social Media Source: Forrester Research, Inc.
  22. 22. Establishing a Social Media Policy: Who’s Job is It? The creation of an effective corporate social media policy requires the support and participation of all functional groups and key stakeholders from the very start of the process. C-Level involvement is essential to demonstrate the importance of these guidelines, and to promote their enterprise-wide deployment Source: Forrester Research, Inc.
  23. 23. It’s a Collaborative Process It’s important that no one team “owns” social media—all core functional groups must be involved in creating, promoting and evolving the policies Whenever possible, provide opportunities for input from business units and employees Build upon existing ███ & ██ employee policies and procedures.  Use this as an opportunity to update existing policies to streamline procedures
  24. 24. Potential Initial Next Steps: Engage with successful leaders like IBM and GM, and 3rd Party experts like Forrester, to gain knowledge, perspective and insights for action plan. Consider who’d comprise the internal committee. Utilize wikis, surveys or workgroups to gather the input from employees from the different ███ organizations. Recognize the special requirements that may be required for employees engaged in confidential/defense related projects. Consider weaving social features into internal systems to encourage behind-the-firewall collaboration.
  25. 25. The Social Networking SpectrumSocial networksspan a widerange ofcommunity typesand missions ...it would beimpossible tohave a uniquepolicy for eachnetwork orplatform.In fact, manytraditional newsand informationsites nowintegrate socialnetworkingfeatures andcontent. THE CONVERSATION PRISM By Brian Solis & JESS3

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