Social Media Governance

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Social Media Governance

  1. 1. Empowerment With Accountability Social Media Governance in the Enterprise By Chris Boudreaux ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.

  2. 2. Social
media
offer
the
poten1al
to
add
value
at
every
stage
of
the
customer
 experience.
 Benefits
of
Social
Media
in
the
Enterprise
 Fulfillment
and
 Product
Development
 Marke?ng
and
Sales
 Support
 •  Crowd
sourcing
of
new
ideas
 •  Improved
targe?ng
 •  New
opportuni?es
for
self‐ from
exis?ng
and
poten?al
 capabili?es
 serve
and
lower
cost‐to‐ customers
 serve
channels
 •  New
channels
for
marke?ng
 •  Efficient
access
to
qualified

 and
distribu?on
 •  Greater
depth
and
breadth
 test
subjects
 of
customer
interac?ons
 •  Viral
mechanisms
that
 •  Increased
ability
to
leverage
 increase
acquisi?on
 •  Greater
opportunity
for
 exper?se
and
source
ideas
 efficiency
and
penetra?on
 personaliza?on
 across
the
organiza?on
 rates
 •  Fewer
and
more
efficient
 •  New
revenue
models
and
 handoffs
 payment
mechanisms
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 2

  3. 3. Organiza1ons
using
social
media
quickly
encounter
lots
of
important
ques1ons,
 whose
owners
lie
throughout
the
organiza1onal
func1ons.

 Organiza1onal
Ques1ons
Triggered
by
Social
Media
 Create
and
Deliver
the
Customer
Experience
 Fulfillment
and
 Product
Development
 Marke?ng
and
Sales
 Support
 Enable
the
Enterprise
 Finance
and
 Customer
 IT
 HR
 Legal
and
 Partners
and
 Accoun?ng
 Insight
 Regulatory
 Vendors
 •  Do
I
get
value
 •  How
can
we
 •  How
do
we
 •  How
can
we
 •  How
do
we
 from
social
 leverage
data
to
 ensure
 ensure
 balance
 media?
 create
value?
 informa?on
 consistent
 empowerment
 •  What
is
the
 •  How
should
we
 security?
 customer
 with
risk?
 business
case?
 partner
with
 •  How
do
we
help
 experiences?
 •  Which
 •  How
will
we
 firms
like
 the
business
 •  How
do
we
 regula?ons
are
 measure
 Facebook
and
 choose
among
 scale
social
 relevant,
and
 performance?
 TwiZer?
 emerging
tools?
 media?
 how
will
we
 •  How
can
we
 •  How
do
we
 •  How
will
we
 comply?
 •  How
will
we
 ensure
an
 iden?fy
and
 train
our
people
 manage
the
 •  What
policies
 integrated
view
 promulgate
best
 to
effec?vely
 brand
in
all
of
 make
sense,
 of
the
 prac?ces?
 use
social
 this?
 and
how
do
we
 customer?
 media?
 manage
them?
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 3

  4. 4. These
cross‐func1onal
ques1ons
can
be
especially
challenging
because
social
media
 are
rela1vely
immature
and
change
constantly.
 Challenges
in
the
Current
State
of
Social
Media
 Risk
 •  Brand
and
regulatory
risk
 •  Ownership
of
data
created
within
social
media
is
o_en
unclear
 •  Your
commitment
to
privacy
may
be
different
than
your
social
media
partners
 •  Absence
of
service
level
agreements
from
social
media
partners
 •  If
you
don’t
start
learning
now,
you
may
fall
behind!!
 Ease
of
Entry
 •  Social
media
tools
are
usually
free
or
very
cheap
to
use
 •  Technical
requirements
are
usually
very
low
to
begin,
as
most
u?li?es
and
tools
are
delivered
 via
web
browser
 •  Your
employees
are
probably
already
interac?ng
with
your
customers
within
social
media
 Unclear
 •  Lots
of
people
have
relevant
exper?se
(PR,
SEO,
Marke?ng,
IT,
etc.)
 Ownership
 •  Social
Media
is
new,
cool
and
geeng
investment
dollars
 Implied
 •  Once
customers
become
accustomed
to
interac?ng
with
you
via
social
media,
stopping
risks
 Commitment
 damage
to
your
customer
rela?onships
 Con1nual
 •  Your
team
must
con?nually
update
their
knowledge
of
available
tools
and
evolving
features
 Evolu1on
 •  The
fact
that
informa?on
is
so
readily
available
means
that
informa?on
assets
decay
nearly
as
 rapidly
as
they
accumulate.
 Distributed
 •  More
employees
will
interact
with
customers
–
probably
more
frequently
 Par1cipa1on
 •  The
goal
is
to
achieve
consistent
behavior,
linked
back
to
the
business
vision,
while
 empowering
crea?vity.
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 4

  5. 5. Social
Media
Governance
can
help
organiza1ons
coordinate
cross‐func1onal
efforts
 and
maximize
business
value
from
social
media.
 Components
of
Social
Media
Governance
 Principles
and
 Process
Model
 Governance
 Responsibility
 Metrics
 Enablers
 Structure
 Matrix
 Defines
and
 Processes
that
 Key
leaders
and
 Roles
and
 Business
 describes
inter‐ enable
effec?ve
 par?cipants,
and
 responsibili?es
of
 performance
 opera?on
of
 decisions
and
 their
primary
 primary
and
 metrics
that
inform
 processes,
structure
 con?nual
 responsibili?es
with
 suppor?ng
 decisions
 and
metrics
to
 improvement
 respect
to
social
 par?cipants
across
 achieve
business
 throughout
design,
 media
 organiza?onal
 goals
through
social
 development
and
 func?ons
 media
 opera?on
of
social
 media
solu?ons
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 5

  6. 6. Each
component
of
Social
Media
Governance
supports
internal
champions
of
social
 media
by
helping
to
answer
the
ques1ons
triggered
by
social
media.
 Example
Ques1ons
Triggered
by
Social
Media
 Key
Issues
for
Social
Media
 Relevant
Governance
 Champions
 Components
 •  Do
I
get
value
from
Social
Media?
 How
is
social
media
aligned
 •  Governance
Principles
and
 •  Is
Social
Media
really
helping
my
business?
 to
the
business?
 Enablers
 •  How
will
we
ensure
an
integrated
view
of
the
 •  Process
Model
 customer?
 •  How
can
I
get
this
key
ini?a?ve
priori?sed?
 How
should
social
media
 •  Process
Model
 •  How
can
I
ensure
appropriate
control
over
social
media
 decisions
be
made?
 •  Governance
Structure
 spend
and
risk?
 •  Responsibility
Matrix
 •  Are
we
inves?ng
our
?me
and
money
appropriately?
 •  What
should
be
the
social
media
spend
this
year?
 How
do
we
manage
social
 •  Process
Model
 •  Who
owns
social
media?

 media
investments?
 •  Governance
Structure
 •  Responsibility
Matrix
 •  How
do
I
get
funding
for
this
new
project?
 What
controls
do
we
need
in
 •  Process
Model
 •  Who
needs
to
approve
this
project?
 place?
 •  Responsibility
Matrix
 •  Who
is
accountable
for
social
media
results?
 •  What
happens
when
my
experiment
budget
runs
out?

 •  What
regula?ons
are
relevant
and
how
do
we
comply?
 •  Where
do
I
want
social
media
champions
to
focus?

 How
do
we
measure
and
 •  Performance
Metrics
 •  What
service
levels
should
I
expect
from
social
media
 reward?
 partners?


 •  What
areas
of
social
media
governance
should
I
 approve?

 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 6

  7. 7. For
example,
well‐defined
and
implemented
Social
Media
Governance
processes
can
 help
to
support
social
media
objec1ves
throughout
the
organiza1on.
 Social
Media
Governance
Processes
 Achieve
Business
Objec1ves
 Iden?fy,
Priori?ze
and
Plan
 Manage
Social
Media
 Social
Media
Investments
 Efforts
and
Track
Benefits
 Empower
and
Support
the
Business
 Establish
and
 Develop
Shared
 Manage
Social
 Measure
and
 Manage
Standards
 Service
Budgets
 Media
Partners
 Improve
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 7

  8. 8. Organiza1ons
can
begin
by
determining
their
current
and
desired
level
of
social
 media
governance
capabili1es.
 Social
Media
Governance
Maturity
 Leading
 •  Proac?ve
cross‐func?onal
 engagement

 Sustained,
 Higher
Value
 •  Established
cross‐func?onal
 decision
making
bodies
 •  Alignment
of
social
media
 Maturing
 investments
and
business
 priori?es
 •  Marke?ng
and
IT
educate
business
 leaders
about
uses
and
benefits
of
 •  Business
value
(business
cases)
as
 Business
Value
 social
media
 primary
driver
 Created
 •  Ini?al
forma?on
of
cross‐ •  Business
leaders
leverage
social
 func?onal
decision
processes
 media
to
support
and
enhance
 their
business
strategies
 •  Defined
organiza?onal
roles
and
 Experimen1ng
 responsibili?es
by
func?on
or
 •  Joint
cross‐func?onal
priori?za?on
 •  Informal
opera?ng
processes
and
 major
group

 •  Social
media
governed
by
explicit
 model
 •  Established
social
media
decision
 performance
criteria
 •  Ad
hoc
decision
making
processes
 making
and
escala?on
paths
 •  Rewards
?ed
to
value,
key
 •  Focus
on
delivering
short
term
 •  Internal
Service
Level
Agreements
 measures
consistently
applied
 resource
needs
 •  Ac?vity‐based
measurements
and
 •  Service
Level
Agreements
with
key
 Inconsistent,
 Lower
Value
 •  Limited
performance
tracking
 limited
repor?ng
capability
 social
media
u?li?es
 Basic
 Leading
 Social
Media
Governance
Capabili1es
 ©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
 May
2009
 8

  9. 9. Krim
Stephenson
 kstephenson@arlingtonmillgroup.com
 415.730.5745
 Chris
Boudreaux
 cboudreaux@arlingtonmillgroup.com
 773.580.8541
 Patrick
Doherty
 pmdoherty@arlingtonmillgroup.com
 703.867.1468


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