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Mapping Roles and Responsibilities for Social Media Risk Management

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Social media has quickly proven to be a tremendous resource for marketing, human resources, support, and many other business functions. However, that same communications tool can also introduce a significant amount of risk to an organization – risk to corporate compliance, from security threats, employee error and abuse, and much more.

View the slides from Alan Webber, Principal at Asymmetric Insights, John Hair, Director, IT Advisory for KPMG, Chris Walker, Partner at Connect Marketing, and Devin Redmond, Co-Founder & CEO of Nexgate and their webcast on organizational roles and responsibilities in social risk management. Our expert panel shared their insights into how to define and manage enterprise social risk across your social media marketing teams.

You can watch a recording of the webcast here: http://nexgate.com/resources/webcast-roles-and-responsibilities-for-social-risk-management/

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Mapping Roles and Responsibilities for Social Media Risk Management

  1. 1. Who's on First: Managing Enterprise Social Media Risk
  2. 2. Today’s Speakers Alan Webber Principal, Asymmetric Insights Chris Walker Partner, Connect Marketing John Hair Director, IT Advisory, KPMG Devin Redmond Co-Founder & CEO, Nexgate
  3. 3. Alan Webber Principal, Asymmetric Insights
  4. 4. Social media platforms have proliferated
  5. 5. As has brand adoption of the platforms
  6. 6. Social media has become integrated into our lives and businesses
  7. 7. With this proliferation has come increased risk
  8. 8. Who is in charge?
  9. 9. Marketing & Communications Human Resources Legal & Audit Information Technology Social Media Risk Management Community Management & Customer Service Social Media Tech Social Media Marketing Roles in social media risk management
  10. 10. Marketing & Communications Human Resources Legal & Audit Information Technology Social Media Risk Management Community Management & Customer Service Social Media Tech Social Media Marketing Roles in social media risk management
  11. 11. Titles Roles in social media risk management Marketing and Communications Management Role Level Social Media Responsibilities Risk Concerns • Chief Marketing Officer • VP of Marketing • VP of Corporate Communications • Strategic • Executive Sponsor • Accountable to Board for success or failure • Brand/image protection • Reputation management • Regulatory compliance
  12. 12. Titles Role Level Social Media Responsibilities Risk Concerns • Chief Information Officer • Chief Information Security Officer • Strategic • Executive Co-Sponsor • Accountable to Board for privacy, IP, company information, IT security • Data Privacy • Security • Regulatory compliance Roles in social media risk management Information Technology
  13. 13. Titles Roles in social media risk management Social Media Technology Role Level • Chief Technology Officer • Digital Security Manager • Enterprise Architect • Strategic to tactical Social Media Responsibilities • Deployment of standardized applications • Account management • Training and policy enforcement Risk Concerns • Account security • Standardization of risk mitigation efforts • Channel and app proliferation
  14. 14. Titles • Chief Legal Officer • Chief Compliance Officer • Chief Risk Officer Role Level • Strategic to operational Social Media Responsibilities Risk Concerns • Regulatory and legal compliance • Policy and governance • Audit of accounts • Regulatory compliance • Brand hijacking • Erosion of brand reputation Roles in social media risk management Legal and Audit
  15. 15. Making It Real Scenarios & Case Studies
  16. 16. Compliance Violations Release of Customer Data Tracking Accounts Spam and Malware Account Hack Five common scenarios
  17. 17. Photo by thenails / CC BY Use case – Unauthorized Accounts
  18. 18. Photo by Bev Goodwin / CC BY Flickr Use case – Inappropriate Comments
  19. 19. Next Steps
  20. 20. Next Steps 1. Define a governance structure
  21. 21. Next Steps 1. Define a governance structure 2. Put a social media policy in place
  22. 22. Next Steps 1. Define a governance structure 2. Put a social media policy in place 3. Select technologies that will support your organization
  23. 23. Next Steps 1. Define a governance structure 2. Put a social media policy in place 3. Select technologies that will support your organization 4. Test your organization
  24. 24. Chris Walker Partner, Connect Marketing
  25. 25. • Agencies are often engaged to: – Enhance marketing efforts – Foster customer engagement – Build community – Improve customer support – Drive leads and sales – Generate content
  26. 26. • Agencies should also be engaged to: – Set up or refine infrastructure – Protect company reputation – Monitor for compliance – Archive social content – Issues management and crisis prevention – Provide third-party experience and views
  27. 27. • How do you: – Handle governance and compliance issues? – Become educated on applicable laws, policies and regulations? – Monitor and report social media policy violations? – Archive social communications? How long? – Work within set style guidelines? – Manage issues to prevent crises?
  28. 28. • Astroturfing • Newsjacking • SPAM • Inappropriate content posting • Compromised accounts
  29. 29. John Hair Director, IT Advisory, KPMG
  30. 30. Real Life Social Media Missteps – SPECIFIC COMPANY NAMES ARE NOT IMPORTANT Tweeting personal opinions via the corporate Twitter handle on personal smart phone Getting into an endless argument with a critic on the company Facebook page Releasing a “hip” YouTube video with no meaningful vetting beyond the creators Disclosing key financial or operational results on Google+ pages Updating personal LinkedIn profiles and inadvertently disclosing company IP Leaving an old Pinterest pin board active well after the campaign ended Taking too much time to address negative commentary that’s going viral © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 32
  31. 31. The Board of Directors is getting involved – MOST DON’T GET IT AND THAT MAKES THEM NERVOUS Research from KPMG’s Audit Committee Institute notes that Board of Directors (BoD) have identified technology change and innovation as one of their top priorities Use of social media is a primary area of technology change and innovation that BoDs are focused on BoDs aren’t asking if the company uses Social Media, but how the company uses it and how it does so responsibly Many BoDs are creating a technology committees within the BoD and are actively seeking tech-savvy directors within © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 33
  32. 32. What does being “Responsibly Social” look like? Guidelines Oversight Technology Metrics Third Parties Finance © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 34
  33. 33. What does being “Responsibly Social” look like? Guidelines Continuous maintenance of corporate policy and supporting guidelines and messaging © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 35
  34. 34. What does being “Responsibly Social” look like? Oversight Orchestration of strategic input from Legal, Regulatory Compliance, and other corporate oversight groups © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 36
  35. 35. What does being “Responsibly Social” look like? Third Parties Consideration of the key roles played in social media by creative and technical agencies © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 37898WDC 37
  36. 36. Devin Redmond Co-Founder & CEO
  37. 37. What to do… ① Do something! Avoidance and procrastination are not safe – ② Start simply by getting visibility – ③ If you manage social media for your company, be proactive Do an audit of accounts with a consultancy, agency, technology, etc. Use audit findings to fuel your R&R planning and assignment – Lots of / fake accounts = work with legal, account owners, tools, etc. to set up and execute policies with ongoing tracking – Spam = work with community managers, legal, tools, etc. to enact policies
  38. 38. Panel Discussion & Q&A Submit your question in the chat box
  39. 39. Want to Connect? John Hair hhair@kpmg.com Devin Redmond devin@nexgate.com Chris Walker chrisw@connectpr.com Alan Webber alan@asymmetricinsights.org www.asymmetricinsights.org @AlanWebber
  40. 40. Download the Whitepaper Mapping Organizational Roles & Responsibilities for Social Media Risk How to Define and Implement Organizational Enterprise Social Media Risk Management      Roles with an interest in social media risk management, Social media risk management responsibilities, Roles and responsibilities in common risk scenarios, Budgeting and procurement for controls, and Steps to mitigate risk to your social media programs. Get the paper at http://nx.gt/18chLBi

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