Keynote: Career Path of Corporate Social Strategist

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This presentation was the final keynote at Womma, Nov, 2010 in Las Vegas

It's based off the research report of the same title: "Career Path of the Corporate Social Strategist"

http://www.web-strategist.com/blog/2010/11/10/report-the-two-career-paths-of-the-corporate-social-strategist-be-proactive-or-become-social-media-help-desk/

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  • Keynote: Career Path of Corporate Social Strategist

    1. WOMMANovember 18, 2010<br />The Career Path of the Corporate Social Strategist<br />Jeremiah Owyang<br />Industry AnalystPartner, Customer Strategy<br />
    2. Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133<br />The World Changed<br />© 2010 Altimeter Group<br />
    3. 3<br />An Open Leader Emerges<br />
    4. Image by coreburnused with Attribution as directed by Creative Commons http://www.flickr.com/photos/coreburn/487357814<br />Internal Storms Hinder Progress<br />© 2010 Altimeter Group<br />
    5. 5<br />Compounding Demands<br />Compounding Demands<br />
    6. Image by iandavidused with Attribution as directed by Creative Commons http://www.flickr.com/photos/iandavid/3532086917<br />Two Paths for the Strategist<br />© 2010 Altimeter Group<br />
    7. 7<br />Image by carl-w-heindlused with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/<br />Path 1: Grounded to Social Media Help Desk<br />
    8. 8<br />Image by carl-w-heindlused with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571<br />Path 2: Achieve Escape Velocity<br />
    9. 9<br />
    10. About this Research Project<br />An Open Leader Emerges <br />Background<br />Responsibilities<br />Program <br />Challenges<br />Career Path: Two Choices<br />The Future of this Role<br />Recommendations<br />Agenda<br />
    11. 11<br />Definition: The Corporate Social Strategist is the business decision maker of social media programs – providing leadership, roadmap definition, innovation; and directly influencing the spending on technology vendors and service agencies.<br />
    12. Scope: Companies with over 1000 employees, which we define as enterprise class corporations (SMB data available for clients)<br />Data Sample: Quantitative and Qualitative<br />An online survey of 140 enterprise-class Social Strategists across industries <br />51 interviews and interactions with corporate Social Strategists or topic authorities <br />50 job descriptions on company and recruitment web sites<br />50 LinkedIn profiles of current Social Strategists <br />Hundreds of Social Strategist hires catalogued on Web Strategy blog’s “On The Move” series <br />Ongoing catalog the “List of Corporate Social Strategists for 2010”<br />Research Methodology (WOMMA)<br />12<br />
    13. About this Research Project<br />An Open Leader Emerges <br />Background<br />Responsibilities<br />Program <br />Challenges<br />Career Path: Two Choices<br />The Future of this Role<br />Recommendations<br />Agenda<br />
    14. Image by Telstar Logistics used with Attribution as directed by Creative Commons http://www.flickr.com/photos/telstar/2936600<br />Their Background<br />© 2010 Altimeter Group<br />
    15. Digital or marketing background<br />15<br />
    16. Risk-takers and multi-disciplinary<br />
    17. Image by Blyzz used with Attribution as directed by Creative Commons http://www.flickr.com/photos/blyzz/2530816698<br />Their Program<br />© 2010 Altimeter Group<br />
    18. Programs are nascent, lacking long-term direction<br />
    19. Stem from Marketing or Corporate Communications<br />
    20. Limited budgets<br />
    21. Understaffed to serve enterprise<br />Average team was only 3.1 for companies with 1,000 to < 5,000 employees (Figure 6.5). <br />
    22. Organizational Models<br />
    23. CENTRALIZED<br /><ul><li>One department controls all efforts
    24. Consistent
    25. May not be as authentic
    26. e.g. Ford, Regulated</li></ul>23<br />
    27. ORGANIC<br /><ul><li>Organic growth
    28. Authentic
    29. Experimental
    30. Not coordinated
    31. e.g. Sun</li></ul>24<br />
    32. COORDINATED<br /><ul><li>One hub sets rules and procedures
    33. Business units undertake own efforts
    34. Spreads widely around the org
    35. Takes time
    36. e.g. Red Cross</li></ul>25<br />
    37. MULTIPLE HUB AND SPOKE <br />OR “DANEDELION”<br /><ul><li>Similar to Coordinated but across multiple brands and units
    38. e.g. HP, Microsoft, Tech Giants</li></ul>26<br />
    39. HOLISTIC OR “HONEYCOMB”<br /><ul><li>Each employee is empowered
    40. Unlike Organic, employees are organized
    41. e.g.Twelpforce, Zappos</li></ul>27<br />
    42. Five Ways Companies Organize: Hub & Spoke and Centralized<br />28<br />
    43. Their Challenges<br />© 2010 Altimeter Group<br />© 2010 Altimeter Group<br />
    44. 1. Friction from internal culture and a lack of education thwart progress. <br />
    45. “Right now, the social media professional has been a visionary pioneer willing to endure frustration and criticism by a great many senior corporate people who were set in their ways.”-@shelisrael<br />
    46. 2. Proving real ROI difficult beyond engagement metrics<br />
    47. 2. Proving real ROI difficult beyond engagement metrics<br />
    48. 3: Serving the Entire Enterprise with Few Resources<br />
    49. “Challenge: budget and resources. It’s not well understood, so its not well funded.” <br />-Director, Social Media and Community<br />
    50. 4. Ever-changing technology space leaves Strategists with “Head Spinning” <br />
    51. Various data types, APIs and reporting, third parties can make changes “on a whim.”<br />
    52. 5. Initially perceived as a threat, success breeds jealousy.<br />
    53. “They will get slings and arrows in the front (from customers) and the back (from colleagues), as social challenges the status quo and existing positions.”-Director, Corporate Communications and Social Media<br />
    54. 6. Internal and external demands are rapidly compounding.<br />
    55. “from 4 to 5 times more requests this year from last.”<br />-Social Strategist<br />
    56. “There are two people standing in front of my office demanding Facebook pages.”<br />--Social Strategist<br />
    57. About this Research Project<br />An Open Leader Emerges <br />Background<br />Responsibilities<br />Program <br />Challenges<br />Career Path: Two Choices<br />The Future of this Role<br />Recommendations<br />Agenda<br />
    58. 44<br />Image by carl-w-heindlused with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/<br />Path 1: Grounded to Social Media Help Desk<br />
    59. Reactive or Proactive?<br />45<br />
    60. The Tail Spin:<br />As more business units adopt “social media religion” they will start to demand their own Facebook pages and Twitter accounts. <br />If the Social Strategist is unable to comply, business units will deploy on their own.<br /> “Facebook Strategy? Yeah my niece is all over it!”<br />Then the Social Strategist succumbs to mere order taking and clean up, relegating themselves to a “Social Media Help Desk.” <br />Path One: “Social Media Help Desk.” <br />46<br />
    61. 47<br />Image by thirty_and_threeused with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571<br />Path 2: Escape Velocity<br />
    62. Savvy Social Strategists develop a proactive business program that gets ahead of business – and customer requests.<br />Serve the entire enterprise as an internal resource –engagement doesn’t scale.<br />Grow scope beyond their business unit –assisting the end user along the entire customer journey.<br />Path Two: Escape Velocity <br />48<br />
    63. About this Research Project<br />An Open Leader Emerges <br />Background<br />Responsibilities<br />Program <br />Challenges<br />Career Path: Two Choices<br />The Future of this Role<br />Recommendations<br />Agenda<br />
    64. Image by articnomadused with Attribution as directed by Creative Commons http://www.flickr.com/photos/articnomad/790831671/<br />The Future of this Role<br />© 2010 Altimeter Group<br />
    65. Strategists may work themselves out of a role: <br />“In five years, this role doesn't exist. The role will be subsumed into every part of the company.” <br />“We don't have a ‘verbal communication strategist’ or an ‘email planner’ now.” -@steverubel<br />Yet, we expect that these corporate entrepreneurs will likely move on the next wave of emerging technologies.<br />If successful, they work themselves out of a job<br />51<br />
    66. While these technologies are disruptive today, they will eventually become the norm. <br />Every customer touchpoint in their journey<br />All departments<br />Like “Air” – it’s pervasive<br />As we heard from one Social Strategist: <br />“The need for a dedicated staff will diminish, social will be a part of the fabric - marketing, PR, IT.” <br />The program transcends marketing– to span the entire customer journey<br />52<br />
    67. John Bell, Global Managing Director at Olgivy’s 360 Digital Influence team, said: <br />“In two years, Social Strategists are involved in every marketing operation at the table. In five years, they are at the head of the table.” -@jbell99<br />Thus, today’s Social Strategist may rise to executive status<br />VP of Customer Experience<br />Chief Customer Officer<br />A role we’ve yet to imagine<br />Some will have opportunity for the Corner Office<br />53<br />
    68. About this Research Project<br />An Open Leader Emerges <br />Background<br />Responsibilities<br />Program <br />Challenges<br />Career Path: Two Choices<br />The Future of this Role<br />Recommendations<br />Agenda<br />
    69. 55<br />Image by thirty_and_threeused with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571<br />How to Achieve Escape Velocity<br />
    70. Open Research: Use and Share with Attribution<br />This independent research report was 100% funded by Altimeter Group. <br />This report is published under the principle of Open Research and is available at no cost. <br />The Creative Commons License is Attribution-Noncommercial-Share Alike 3.0 United States at http://creativecommons.org/licenses/by-nc-sa/3.0/us. <br />56<br />
    71. 57<br />Six Steps to Achieve Escape Velocity –and Stay out of the Social Media Help Desk<br />A proactive mindset is required –or end up in social media sanitation.<br />Do this by setting up requirements for social media engagement before the Business Units ask.<br />Get to Hub and Spoke formation(s) quickly. (Tip: Governance > Process > Education) covertly manifests COE<br />Become an enabler for Business Units, you can never hire enough community managers or deploy and manage efforts<br />Deploy scalable programs: communities, advocacy, SMMS, invest in SCRM. Dialog does not scale.<br />Over time, think and deploy greater than the marketing department –the duration of your role is limited<br />
    72. 58<br />THANK YOU<br />Jeremiah Owyang<br />Industry Analystjeremiah@altimetergroup.com<br />web-strategist.com/blog<br />Twitter: jowyang<br />With assistance from Christine Tran, Andrew Jones, and Charlene Li<br />
    73. 59<br />ABOUT US<br />Altimeter Group is a research-based advisory firm that helps companies and industries leverage disruption to their advantage. We have four areas of focus: Leadership and Management, Customer Strategy, Enterprise Strategy, and Innovation and Design.<br />Visit us at http://www.altimetergroup.com or contact info@altimetergroup.com.<br />
    74. Steve Bendt, Senior Marketing Manager, Social Media, Best Buy<br />Richard Binhammer, Senior Manager, Strategic Corporate Communications, Dell <br />LaSandra Brill, Senior Manager, Global Social Media, Cisco Systems Inc. <br />Rebecca Brown, Director, Social Media Strategy, Intel Corporation <br />Kelly Colbert, Director, Marketing Strategy, Wellpoint<br />Marty Collins, Director, Emerging Media, Microsoft <br />Florence Drakton, Social Media Manager, Toyota Motor Sales U.S.A. <br />Kati Driscoll, Community Specialist, Social Media, AAA <br />Bert DuMars, Vice President, E-Business & Interactive Marketing, Newell Rubbermaid <br />Frank Eliason, Senior Vice President, Social Media, Citi<br />Kimberley Gardiner, Manager, Marketing, Toyota Motor Sales U.S.A. <br />Jeannette Gibson, Director, Social Media Marketing, Cisco Systems Inc. <br />Jamie Grenney, Senior Director, Social Media, Salesforce.com<br />Julie Haddon, Senior Director, Global Social Media, eBay inc.<br />Gareth Hornberger, Coordinator, Social Media, Levi’s <br />Ken Kaplan, Manager, New Media and Broadcast, Intel <br />Steven Lazarus, Lead Strategist, Social Media & Interactive Marketing, IBM <br />Jason Long, Community Manager, QlikTech<br />Dan Maloney, Global Vice President, Ecosystem Business Development & Web Strategy, SAP <br />Manish Mehta, VP, Social Media & Community, Dell <br />Scott Monty, Manager, Global Digital & Multimedia Communications, Ford Motor Company <br />Petra Neiger, Senior Manager, Global Social Media, Cisco Systems Inc. <br />Marcus Nelson, Director, Social Media, Salesforce.com<br />Bowen Payson, Manager, Online & Digital Marketing, Virgin America<br />Holly Potter, Vice President, Public Relations, Kaiser Permanente<br />Maria Poveromo, Director, Social Media, Adobe Systems <br />Toby Richards, General Manager, Community & Online Support, Microsoft <br />Chip Rogers, Vice President and COO, SAP Community Network and Ecosystem Events <br />Vanessa Sain-Diéguez, Strategist, Social Media, Hilton Worldwide <br />Dan Schick, Manager, Web Communications, TELUS Communications <br />Daniel Schmidt, Senior Product Manager, CBS Interactive <br />Liya Sharif, Director, Marketing, Qualcomm <br />Peter Simonsen, Senior Director, Web, QlikTech<br />Ted Sindzinski, Manager, Internet Marketing, Monster Cable Products <br />Shiv Singh, Head of Digital, PepsiCo Beverages North America <br />Kim Snedaker, Manager, Social Media, AAA <br />Ed Terpening, Vice President, Social Media Marketing, Wells Fargo<br />Alexandra Wheeler, Director, Digital Strategy, Starbucks <br />Mark Yolton, Senior Vice President, SAP Community Network <br />Interviews with CorporateSocial Strategists (39)<br />60<br />
    75. Tac Anderson, Vice President, Digital Strategies, Waggener Edstrom <br />David Armano, Senior Vice President, Digital, Edelman<br />Tom Bedecarre, CEO, AKQA <br />John Bell, Managing Director & Executive Creative Director, Ogilvy Public Relations Worldwide <br />Andrea Harrison, Vice President, Strategy, Razorfish<br />Liza Hausman, Vice President, Marketing, Gigya<br />Shel Israel, CEO, SI Associates <br />Peter Kim, Managing Director, North America, Dachis Group <br />Jennifer Leggio, Social Business Blogger, CBS Interactive (ZDNet) <br />Steve Rubel, Senior Vice President, Insights, Edelman Digital <br />Andy Sernovitz, CEO, SocialMedia.org / Social Media Business Council <br />Dan Ziman, Vice President, Marketing, Lithium Technologies Inc.<br />Interviews: Topic Authorities<br />61<br />
    76. Charlene Li, Partner, Altimeter Group<br />Christine Tran, Researcher, Altimeter Group<br />Andrew Jones, Researcher, Altimeter Group<br />Susan Etlinger, Altimeter Group<br />Prathima Murphy, Altimeter Group<br />Tarah Remington Brown, WOMMA <br />Ann Handley, MarketingProfs<br />AshaHossain Design, Inc.<br />Sonal Mehta, Student<br />Jennifer McClure, Society for New Communications Research; <br />Anita Wong, Student<br />Gil Yehuda, GilYehuda.com<br />Contributor Recognition<br />62<br />

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