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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/

Published in: Business, Technology
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Keynote: Career Path of Corporate Social Strategist

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

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