This document outlines a framework for assigning roles and responsibilities to manage social media risk within organizations. As social media opens new opportunities for engagement, it also exposes brands to risks like reputation damage, privacy issues, and regulatory violations. While marketers have focused on capitalizing on opportunities, it is less clear who manages the associated risks. The document argues that to maximize the value of social media while mitigating risks, organizations must clearly define which roles will oversee social media risk management and their specific responsibilities. This includes providing those roles with proper tools to identify, manage and mitigate social risks.
The benefits and risks of social media for financial communications (2)Business Wire
Financial communications have changed a great deal since the dawn of the commercial internet. And we're not done yet. In this research report, we review the history of financial disclosure, assess the risks associated with disclosure via today's social channels, and discuss the wide range of ways today's financial communicators can expand the visibility and impact of issued news via these same social channels.
This is a great read for anyone who does social media, investor relations or public relations for a publicly traded company.
Interested in RegFD? This paper is for you!
The benefits and risks of social media for financial communications (2)Business Wire
Financial communications have changed a great deal since the dawn of the commercial internet. And we're not done yet. In this research report, we review the history of financial disclosure, assess the risks associated with disclosure via today's social channels, and discuss the wide range of ways today's financial communicators can expand the visibility and impact of issued news via these same social channels.
This is a great read for anyone who does social media, investor relations or public relations for a publicly traded company.
Interested in RegFD? This paper is for you!
Comprehensive social media strategy by john bellJohn Bell
We spend millions defining and communicating the brand via marketing and communications channels. We need to take a fresh look at how the brand can behave in
social media. A crisp definition of our social brand will guide us from mere tactics to more impactful strategy. It will focus the efforts around best
practices from ethics to results and help our brands reap the benefits of social media faster and with a more enduring effect.
Dr. Benedikt Köhler - The Numbers reveal: Is Social Media/web2.0 another fad ...Arjen Strijker
International research on the current revolutionary media trends and an outline to the new ground rules corporations now have to learn.
Dr. Benedikt Köhler - Director Digital Strategy & Research, Ethority
More: http://somesso.com/blog/2009/11/social-media-is-here-to-stay/
Gaining and Maintaining a Competitive Advantage with SOCIAL MEDIA (WSI - Cyprus)WSI (Cyprus)
You keep hearing about social media and how it's spreading like wildfire. But as a business
person with a crazy schedule - saddled with the added stress of rocky economic times and a
shrinking marketing budget - you need to know: Is there any real business value to social media,
or is it mostly buzz? And if there's value, how on earth will I have time to learn it and use it
effectively?
Unleashing the power_of_social_media_on_travelTuristicae
Social media are importantfortravellers whousethemtocollectinformation beforethe trip, butalsotoshare travelstoriesand writereviewsafterthe trip. Reviewswrittenbytravellers are becomingincreasinglyimportantforthe travelindustry
Burson-Marsteller 2011 Global Social Media Check-upBurson-Marsteller
The Second Annual Burson-Marsteller Global Social Media Check-up examines the Fortune Global 100’s use of popular social networking platforms such as: Twitter, Facebook, YouTube, corporate blogs and other local and language-specific social networks.
The future of recruiting is social.
Social media has revolutionized marketing - now, it is changing the face of recruiting. Never before has talent deep in an organization been so accessible. The wide array of social media tools are becoming more critical to success than traditional methods of recruitment advertising and prospecting.
This event will discuss the dramatic impact social media and web 2.0 technologies are having on the staffing practice in many organizations today. You'll learn how companies are successfully using social media tools to identify, source and build meaningful relationships with the top "A" level passive candidates in their industries.
We'll evaluate each of the social media platforms and discuss how you can apply them within your own organization to attract more qualified candidates faster and at a lower cost.
You'll also learn the metrics and evaluations you can apply to quantify the impact this is having on your business.
KEY TAKE-AWAYS:
* Understand all the important social media trends and how they are impacting recruiting
* Learn best practices, potential risks and company investments required
* Learn how to evaluate success and measure business impact
* Learn how to identify, connect and build relationships with passive candidates in these environments
* Learn how this can be applies to enhance your employment brand
Pr when the public does most of the relating by john bellJohn Bell
The truth is that our definition of “media” has exploded. Our idea of “influencers” has expanded. And effective communications has as much to do with building relationships through conversations and word of mouth as it does with marketing campaigns and message delivery. How do we create effective ommunications programs when peer-to-peer recommendations are the new form of “earned media”?
originally published 2008
Organizations successfully leveraging social media are seeing benefits for sales, marketing, and customer service. Yet most organizations are struggling to define a business strategy that makes the most of these opportunities. This storyboard will help you:
* Identify achievable social media opportunities
* Evaluate the risks of social media versus the benefits
* Understand IT’s role in the deployment and maintenance of a social media project
Social media continues to grow at a breakneck pace, and businesses need to get on board or they will be left behind. This storyboard, complete with real-world case studies of social media at work, will help you build a foundation for the successful integration of social media into your CRM strategy.
Identity theft is a rising threat, affecting more than 12.6 million Americans in 2012.
This slide introduces you to the 3 types of criminals and the methods they commonly use to steal your personal information.
Find out what you can do to protect yourself and avoid being the next victim of identity theft.
Comprehensive social media strategy by john bellJohn Bell
We spend millions defining and communicating the brand via marketing and communications channels. We need to take a fresh look at how the brand can behave in
social media. A crisp definition of our social brand will guide us from mere tactics to more impactful strategy. It will focus the efforts around best
practices from ethics to results and help our brands reap the benefits of social media faster and with a more enduring effect.
Dr. Benedikt Köhler - The Numbers reveal: Is Social Media/web2.0 another fad ...Arjen Strijker
International research on the current revolutionary media trends and an outline to the new ground rules corporations now have to learn.
Dr. Benedikt Köhler - Director Digital Strategy & Research, Ethority
More: http://somesso.com/blog/2009/11/social-media-is-here-to-stay/
Gaining and Maintaining a Competitive Advantage with SOCIAL MEDIA (WSI - Cyprus)WSI (Cyprus)
You keep hearing about social media and how it's spreading like wildfire. But as a business
person with a crazy schedule - saddled with the added stress of rocky economic times and a
shrinking marketing budget - you need to know: Is there any real business value to social media,
or is it mostly buzz? And if there's value, how on earth will I have time to learn it and use it
effectively?
Unleashing the power_of_social_media_on_travelTuristicae
Social media are importantfortravellers whousethemtocollectinformation beforethe trip, butalsotoshare travelstoriesand writereviewsafterthe trip. Reviewswrittenbytravellers are becomingincreasinglyimportantforthe travelindustry
Burson-Marsteller 2011 Global Social Media Check-upBurson-Marsteller
The Second Annual Burson-Marsteller Global Social Media Check-up examines the Fortune Global 100’s use of popular social networking platforms such as: Twitter, Facebook, YouTube, corporate blogs and other local and language-specific social networks.
The future of recruiting is social.
Social media has revolutionized marketing - now, it is changing the face of recruiting. Never before has talent deep in an organization been so accessible. The wide array of social media tools are becoming more critical to success than traditional methods of recruitment advertising and prospecting.
This event will discuss the dramatic impact social media and web 2.0 technologies are having on the staffing practice in many organizations today. You'll learn how companies are successfully using social media tools to identify, source and build meaningful relationships with the top "A" level passive candidates in their industries.
We'll evaluate each of the social media platforms and discuss how you can apply them within your own organization to attract more qualified candidates faster and at a lower cost.
You'll also learn the metrics and evaluations you can apply to quantify the impact this is having on your business.
KEY TAKE-AWAYS:
* Understand all the important social media trends and how they are impacting recruiting
* Learn best practices, potential risks and company investments required
* Learn how to evaluate success and measure business impact
* Learn how to identify, connect and build relationships with passive candidates in these environments
* Learn how this can be applies to enhance your employment brand
Pr when the public does most of the relating by john bellJohn Bell
The truth is that our definition of “media” has exploded. Our idea of “influencers” has expanded. And effective communications has as much to do with building relationships through conversations and word of mouth as it does with marketing campaigns and message delivery. How do we create effective ommunications programs when peer-to-peer recommendations are the new form of “earned media”?
originally published 2008
Organizations successfully leveraging social media are seeing benefits for sales, marketing, and customer service. Yet most organizations are struggling to define a business strategy that makes the most of these opportunities. This storyboard will help you:
* Identify achievable social media opportunities
* Evaluate the risks of social media versus the benefits
* Understand IT’s role in the deployment and maintenance of a social media project
Social media continues to grow at a breakneck pace, and businesses need to get on board or they will be left behind. This storyboard, complete with real-world case studies of social media at work, will help you build a foundation for the successful integration of social media into your CRM strategy.
Identity theft is a rising threat, affecting more than 12.6 million Americans in 2012.
This slide introduces you to the 3 types of criminals and the methods they commonly use to steal your personal information.
Find out what you can do to protect yourself and avoid being the next victim of identity theft.
Here is the slide portion of my presentation from yesterdays GBTC event: Social Media: User Driven Experience. Most of the presentation was showing our social marketing tactics down to measurement. For those interested in the slide portion you can find them above. Please feel free to let me know if you have any questions. Thanks.
Agile & pmi project management mapping maveric systemsMaveric Systems
Explore the points of parity and differences between two of the most widely used methodologies.
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different.
#ITLifecycleAssurance #Maveric
The RACI Model helps one define roles and responsibilities for specific functions and decision points. RACI defines who is responsbile, accountable, consulted, and informed.
A great tool you should not be without.
Social media is the modern Pandora’s box: it has had a meteoric rise as a tool to interact and engage with customers, but also a dark underside exposing companies to new types of risk. Almost two-thirds of companies surveyed say that social media is a significant or critical risk to their brand reputation, yet 60% of companies either never train their employees about their corporate social media policies or do so only upon hiring. This report outlines how to be more proactive about managing social media risk through following a detailed four-step process: Identify, Assess, Mitigate, and Evaluate.
Guarding the Social Gates: The Imperative for Social Media Risk ManagementUzzi Ohana
Social media is the modern Pandora’s box: it has had a meteoric rise as a tool to interact and engage with customers, but also a dark underside exposing companies to new types of risk. Almost two-thirds of companies surveyed say that social media is a significant or critical risk to their brand reputation, yet 60% of companies either never train their employees about their corporate social media policies or do so only upon hiring. Moreover, 43% of companies have less then one full-time equivalent (FTE) dedicated to managing social media risk.
How to build a strong foundation of policies, procedures and plans to help ensure effective Social Media practice on behalf of your brand/organization.
Social Biz 101: A practical guide for getting started in Social MediaLaura Ciocia
This deck outlines the importance of socializing your business before you jump into the “sexy” or public side of Social Media. Brands know they need to get Social, as we’ve done a pretty good job of advocating the importance of “joining the conversation.” As a result, so much of the internal Social Media dialogue is centered around the tactical. But what far too many overlook before they tweet can easily jeopardize the success of a campaign or worse, the integrity of their brand.
Social Media in Future.pdf
This presentation contributes brief scopes of social media in the Immediate, Near, and Far Future through filters of Consumers, Industries, and Public policies.
Acceptable Use Policy: Essential components of a social media policy to manag...Kofi Kafui Kornu
Does your organisation have a social media policy? Why should you draft one if you don't?
This is a talk I gave at the 8th IT Governance Conference of ISACA, Accra Chapter.
Estudio: Presencia de las gestoras de fondos en las redes socialesFinect
Interesante este estudio realizado por Caceis Investor Services y PwC sobre el comportamiento en redes sociales de 104 grandes gestoras de Estados Unidos, Europa y Asia.
This report solely belongs to Symantec. Credit is due to all original authors and no financial gain was made from the report, Simply sharing for educational purposes,
The FBI is the lead federal agency for investigating malicious cyber activity by criminals, nation-state adversaries, and terrorists. To fulfill this mission, the FBI often develops resources to enhance operations and collaboration. One such resource is the FBI’s Internet Crime Complaint Center (IC3) which provides the public with a trustworthy and convenient mechanism for reporting information concerning suspected Internet-facilitated criminal activity. At the end of every year, the IC3 collates information collected into an annual report.
Credit is due to all original authors and no financial gain was made from the blog, Simply sharing an interesting story for educational purposes,
This guide aims to help journalists understand their rights at protests and avoid arrest when reporting on these events. It summarizes the legal landscape and provides strategies and tools to help journalists avoid incidents with police and navigate them successfully should they arise. Credit RCFP.Org
Credit is due to all original authors and no financial gain was made from the blog, Simply sharing an interesting story for educational purposes,
Verizon Publishes 2020 Data Breach Investigation Report (DBIR) With Insights From Thousands of Confirmed Breaches. Verizon's 2020 Data Breach Investigations Report (DBIR) is the most extensive yet, with 81 contributing organizations, and more than 32,000 incidents analyzed (of which 3,950 were confirmed breaches). Credit:Verizon
Credit is due to all original authors and no financial gain was made from the report, Simply sharing an interesting story for educational purposes,
A Resource Guide to theU.S. Foreign Corrupt Practices Act
Credit is due to all original authors and no financial gain was made from the report, Simply sharing an interesting story for educational purposes,
The FTC takes in reports from consumers about problems they experience in the marketplace. The reportsare stored in the Consumer Sentinel Network (Sentinel), a secure online database available only to lawenforcement. While the FTC does not intervene in individual consumer disputes, its law enforcementpartners – whether they are down the street, across the nation, or around the world – can use informationin the database to spot trends, identify questionable business practices and targets, and enforce the law.
Credit is due to all original authors and no financial gain was made from the report, Simply sharing an interesting story for educational purposes,
Below is a list of consumer reporting companies updated for 2019.1 Consumer reporting companies collect information and provide reports to other companies about you. These companies use these reports to inform decisions about providing you with credit, employment, residential rental housing, insurance, and in other decision making situations. The list below includes the three nationwide consumer reporting companies and several other reporting companies that focus on certain market areas and consumer segments. The list gives you tips so you can determine which of these companies may be important to you. It also makes it easier for you to take advantage of your legal rights to (1) obtain the information in your consumer reports, and (2) dispute suspected inaccuracies in your reports with companies as needed.
Advisory to Financial Institutions on Illicit Financial Schemes and Methods R...- Mark - Fullbright
Transnational criminal organizations (TCOs), foreign fentanyl suppliers, and Internet purchasers located in the United States engage in the trafficking of fentanyl, fentanyl analogues, and other synthetic opioids and the subsequent laundering of the proceeds from such illegal sales.
The mission of the IC3 is to provide the public with a reliable and convenient reporting mechanism to submit information to the FBI concerning suspected Internet-facilitated criminal activity, and to develop effective alliances with industry partners. Information is analyzed and disseminated for investigative and intelligence purposes, for law enforcement, and for public awareness.
Credit is due to all original authors and no financial gain was made from the report, Simply sharing an interesting story for educational purposes,
This report is built upon analysis of 41,686 security incidents, of which 2,013 were confirmed data breaches. We will take a look at how results are changing (or not) over the years as well as digging into the overall threat landscape and the actors, actions, and assets that are present in breaches. Windows into the most common pairs of threat actions and affected assets also are provided.
The Federal Trade Commission (FTC or Commission) is an independent U.S. law enforcement agency charged with protecting consumers and enhancing competition across broad sectors of the economy. The FTC’s primary legal authority comes from Section 5 of the Federal Trade Commission Act, which prohibits unfair or deceptive practices in the marketplace. The FTC also has authority to enforce a variety of sector specific laws, including the Truth in Lending Act, the CAN-SPAM Act, the Children’s Online Privacy Protection Act, the Equal Credit Opportunity Act, the Fair Credit Reporting Act, the Fair Debt Collection Practices Act, and the Telemarketing and Consumer Fraud and Abuse Prevention Act. This broad authority allows the Commission
to address a wide array of practices affecting consumers, including those that emerge with the development of new technologies and business models.
Sentinel sorts consumer reports into 29 top categories. Appendices B1 – B3 describe the categories,providing details, and three year figures. To reflect marketplace changes, new categories or subcategories are created or deleted over time.The Consumer Sentinel Network Data Book excludes the National Do Not Call Registry. A separate report about these complaint statistics is available at: https://www.ftc.gov/reports/national-do-not-call-registry-data-book-fiscal-year-2018. The Sentinel Data Book also excludes reports about unsolicited commercial email.Consumers can report as much or as little detail as they wish when they file a report. For the Sentinel Data Book graphics, percentages are based on the total number of Sentinel fraud, identity theft, and other report types in 2018 in which consumers provided the information displayed on each chart.Reports to Sentinel sometimes indicate money was lost, and sometimes indicate no money was lost.Often, people make these reports after they experience something problematic in the marketplace,avoid losing any money, and wish to alert others. Except where otherwise stated, numbers are based on reports both from people who indicated a loss and people who did not.Calculations of dollar amounts lost are based on reports in which consumers indicated they lost between $1 and $999,999. Prior to 2017, reported “amount paid” included values of $0 to $999,999.States and Metropolitan Areas are ranked based on the number of reports per 100,000 population.State rankings are based on 2017 U.S. Census population estimates (Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2017). Metropolitan Area rankings are based on 2016 U.S. Census population estimates (Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2016).This Sentinel Data Book identifies Metropolitan Areas (Metropolitan and Micropolitan Statistical Areas)with a population of 100,000 or more except where otherwise noted. Metropolitan areas are defined by Office of Management and Budget Bulletin No. 15-01, “Revised Delineations of Metropolitan Statistical Areas, Micropolitan Statistical Areas, and Combined Statistical Areas, and Guidance on Uses of the Delineations of These Areas” (July 15, 2015). Numbers change over time. The Sentinel Data Book sorts consumer reports by year, based on the date of the consumer’s report. Some data contributors transfer their complaints to Sentinel after the end of the calendar year, and new data providers often contribute reports from prior years. As a result, the total number of reports for 2018 will likely change during the next few months, and totals from previous years may differ from prior Consumer Sentinel Network Data Books. The most up to date information can be found online at ftc.gov/data
A credit score is a three -digit number that predicts how likely you are to pay back a loan on time, based on information from your credit reports.
Company names mentioned herein are the property of, and may be trademarks of, their respective owners and are for educational purposes only.
Company names mentioned herein are the property of, and may be trademarks of, their respective owners and are for educational purposes only. - Medical identity theft has existed in various forms for decades, but it was in 2006 that World Privacy Forum published the first major report about the crime. The report called for medical data breach notification laws and more research about medical identity theft and its impacts. Since that time, medical data breach notification laws have been enacted, and other progress has been made, particularly in the quality of consumer complaint datasets gathered around identity theft, including medical forms of the crime. This report uses new data arising from consumer medical identity theft complaint reporting and medical data breach reporting to analyze and document the geography of medical identity theft and its growth patterns. The report also discusses new aspects of consumer harm resulting from the crime that the data has brought to light
The FTC takes in reports from consumers about problems they experience in the marketplace. The reports are stored in the Consumer Sentinel Network (Sentinel), a secure online database available only to law enforcement. While the FTC does not intervene in individual consumer disputes, its law enforcement partners – whether they are down the street, across the nation, or around the world – can use information in the database to spot trends, identify questionable business practices and targets, and enforce the law.
Since 1997, Sentinel has collected tens of millions of reports from consumers about fraud, identity theft, and other consumer protection topics. During 2017, Sentinel received nearly 2.7 million consumer reports, which the FTC has sorted into 30 top categories. The 2017 Consumer Sentinel Network Data Book (Sentinel Data Book) has a vibrant new look, and a lot more information about what consumers told us last year. You'll know more about how much money people lost in the aggregate, the median amount they paid, and what frauds were most costly. And you'll know much more about complaints of identity theft, fraud, and other types of problems in each state, too. The Sentinel Data Book is based on unverified reports filed by consumers. The data is not based on a consumer survey. Sentinel has a five-year data retention policy, with reports older than five years purged biannually.
This guide addresses the steps to take once a
breach has occured. For advice on implementing a
plan to protect consumers’ personal information, to
prevent breaches and unauthorized access, check
out the FTC’s Protecting Personal Information: A
Guide for Business and Start with Security: A Guide
for Business.
*Company names mentioned herein are the property of, and may be trademarks of, their respective owners and are for educational purposes only.
Consumer Sentinel Network Data Book for January 2016 - December 2016- Mark - Fullbright
FTC Consumer Sentinel Network Law enforcement's source for consumer complaints.
All information, data, and material contained, presented, or provided on is for educational purposes only.
Company names mentioned herein are the property of, and may be trademarks of, their respective owners.
It is not to be construed or intended as providing legal advice.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Mapping Organizational Roles & Responsibilities for Social Media Risk
1.
2. Title:
Mapping
Organizational
Roles
&
Responsibilities
for
Social
Media
Risk
Subtitle:
How
to
Define
and
Implement
Organizational
Roles
and
Responsibilities
for
Enterprise
Social
Media
Risk
Management
1
3. Executive
Summary
Social
media
has
introduced
a
wide
array
of
opportunities
for
organizations
to
engage
with
customers
and
partners.
Marketers
have
been
tasked
with
capitalizing
on
these
opportunities.
But
with
these
opportunities
comes
risks
–
like
a
damaged
brand
reputation,
regulatory
violations,
privacy
issues,
intellectual
property
compromises,
social
engineering,
Astroturf-‐ing,
phishing,
and
the
list
goes
on.
What
is
less
clear
is
who
is
responsible
for
managing
and
mitigating
the
risks
tied
to
social
media.
To
get
optimal
value
from
social
media
efforts,
organizations
need
to
establish
controls
for
the
downsides
of
the
technology
by
first
clearly
defining
which
roles
within
their
unique
corporate
structure
should
be
involved
in
social
media
risk
management
and
their
specific
responsibilities.
Organizations
then
need
to
give
those
roles
the
proper
tools,
such
as
policies
and
technologies,
to
be
successful
at
identifying,
managing,
and
mitigating
social
media
risks.
This
report
will
outline
a
framework
for
assigning
roles
and
responsibilities
to
manage
social
media
risk.
2
4. Social
Media
Is
Opening
New
Opportunities…
And
Risks
Whether
it
is
a
Facebook
page,
a
Twitter
stream,
a
Tumblr
blog,
a
Pinterest
page,
or
another
social
channel,
consumers
are
jumping
on
the
social
media
bandwagon.
For
example,
it
was
reported
that,
on
Facebook
alone,
there
were
1.15
billion
monthly
active
users
with
819
million
views
via
some
kind
of
mobile
device.i
Twitter
has
approximately
500
million
users
with
more
than
200
million
identified
as
active.ii
Video
platform,
YouTube,
has
over
a
billion
unique
users
every
month.iii
The
most-‐
visited
consumer
social
networks
include
well-‐known
platforms
like
Facebook,
Twitter,
Foursquare,
Pinterest,
and
Tumblr,
along
with
lesser
known,
but
growing,
platforms
like
Pheed,
Thumb,
and
Vine.
Social
Adoption
in
Organizations
Is
Maturing
No
brand
wants
to
be
too
far
away
from
their
customers,
so
companies
are
working
diligently
to
meet
consumers
where
they
are,
on
social
media
platforms.
Today,
more
than
79%
of
all
companies
are
using,
or
are
in
the
process
of
adopting,
one
or
more
social
media
channels
as
a
primary
conduit
to
their
customers.iv
Many
of
these
companies
are
experiencing
great
success,
like
iconic
brands
Walmart,
Target,
and
Amazon
(see
Figure
1).v
Their
efforts
are
spread
across
channels,
with
77%
of
the
Fortune
500
using
Twitter,
70%
employing
Facebook,
and
69%
on
YouTube.
What
are
companies
using
social
media
for?
59%
use
it
to
engage
with
their
customers,
49%
to
advertise,
35%
to
conduct
research
on
their
customers,
and
30%
to
conduct
research
on
competitors
and
new
products.vi
Figure
1:
Connecting
with
Customers
on
Social
Media
3
5. Social
Media
Is
Also
Exposing
Brands
to
Risk
For
all
of
its
amazing
upsides
for
companies,
such
as
being
able
to
directly
interact
with
customers,
there
is
also
an
ugly
underside
to
social
media
–
the
risks
to
companies
from
social
media.
Whether
it
is
damaging
the
reputation
of
a
company,
releasing
of
confidential
information,
regulatory
and
compliance
risks,
or
identity
theft,
social
media
comes
with
its
own
set
of
risks
based
upon
the
unique,
highly
interactive,
complex,
and
almost
uncontrollable
nature
of
the
interactions.
The
manifestation
of
social
media
risk
can
be
as
low-‐level
as
an
unsatisfied
customer
tweeting
to
someone,
to
as
extreme
as
the
$200
billion
of
value
that
was
erased
from
the
U.S.
stock
markets
after
a
fraudulent
tweet,
supposedly
from
the
Associated
Press,
was
sent
out
about
an
explosion
at
the
White
House.vii
Who
Does
What,
and
Who
Pays
for
It?
Social
media
is
a
new
channel
with
new
ways
of
interacting
and
new
risks
that
prompt
the
question
–
who
is
responsible
for
managing
the
risks?
For
example,
the
CIO,
if
the
company
has
one,
is
the
person
responsible
for
managing
IT
risks
like
hardware
downtime,
and
stopping
hackers.
When
it
comes
to
managing
financial
risks,
like
regulatory
changes,
fraud
and
interest
rate
changes,
it
is
pretty
clear
that
the
CFO
should
be
responsible
for
ensuring
that
those
types
of
risks
don’t
significantly
affect
the
company.
But
who
is
responsible
for
managing
social
media
risk?
Roles
with
an
Interest
in
Social
Media
Risk
Management
With
the
unique
nature
of
social
media,
responsibility
for
managing
and
mitigating
social
media
risk
is
often
spread
across
numerous
departments.
That
responsibility
is
also
typically
spread
across
a
number
of
corporate
functions,
including
Marketing,
IT,
Communications,
Legal,
Audit,
Risk,
and
Human
Resources.
The
best
way
for
companies
to
align
organizational
responsibility
and
governance
is
to
break
it
down
by
three
levels
–
titles,
roles,
and
responsibilities
across
seven
necessary
functional
areas
as
follows:
Marketing
and
Communications
Management
Representative
Titles:
Chief
Marketing
Officer,
Vice
President
of
Marketing,
and
Vice
President
of
Corporate
Communications.
Role
Level:
Strategic.
Social
Media
Responsibilities:
Generally
serves
as
executive
sponsor
or
executive
owner
of
social
media
initiatives
within
an
overall
marketing
and
brand
management
effort.
Accountable
to
the
Board
of
Directors
and
executive
team
for
the
success
and
failure
of
social
media
efforts,
including
4
6. social
media
activity
and
brand
presence,
return
on
investment,
and
any
associated
crises.
Key
Social
Media
Risk
Concerns:
Brand
and
image
protection,
reputation
management,
and
regulatory
compliance
for
Marketing.
Information
Technology
Representative
Titles:
Chief
Information
Officer
and
Chief
Information
Security
Officer
Role
Level:
Strategic.
Social
Media
Responsibilities:
Generally
serves
as
executive
co-‐sponsor
or
co-‐owner
of
social
media
initiatives
and
efforts
within
the
context
of
an
overall
information
technology
architecture
and
an
overall
security
architecture.
Accountable
to
the
Board
of
Directors
and
Chief
Executive,
in
conjunction
with
the
CMO,
for
social
media
compliance,
privacy,
IP
and
company
information
protection,
and
any
channel
breaches.
Key
Social
Media
Risk
Concerns:
Regulatory
compliance,
data
privacy
and
security,
social
engineering,
data
management,
and
network
and
resource
protection.
Social
Media
Technology
Representative
Titles:
Chief
Technology
Officer,
Enterprise
Architect,
Digital
Security
Manager,
and
Digital
Infrastructure
Manager.
Role
Level:
Strategic
to
tactical.
Social
Media
Responsibilities:
Select,
deploy,
and
standardize
social
media
management
applications
and
tools,
social
media
account
management,
social
media
policy
enforcement,
and
social
media
training.
Key
Social
Media
Risk
Concerns:
Social
media
account
security,
social
media
privacy,
API
vulnerabilities,
standardization
of
risk
mitigation
efforts
across
channels,
app
proliferation,
and
channel
proliferation.
Social
Media
Marketing
Representative
Titles:
Director/Manager
of
Social
Media,
Director/Manager
of
Digital
Marketing,
Director/Manager
of
Corporate
Communications,
and
any
agencies
with
social
media
responsibility.
Role
Level:
Managerial.
Social
Media
Responsibilities:
Responsible
for
day-‐to-‐day
management
of
social
media
efforts
including
channel
management,
content
and
channel
planning,
content
creation
and
approval,
channel
and
application
security,
5
7. social
analytics,
social
network
monitoring,
and
initial
issue
and
crisis
identification
and
response.
Key
Social
Media
Risk
Concerns:
Internal
and
external
(fraudulent
or
copycat)
channel
and
site
proliferation,
minimizing
operational
risks
through
policies
and
training,
and
on-‐channel
security
management.
Social
Community
Management
and
Customer
Service
Representative
Titles:
Social
Community
Manager
and
Social
Customer
Service
Manager
Role
Level:
Managerial
and
operational
Social
Media
Responsibilities:
Day-‐to-‐day
customer
interaction,
community
management,
monitoring
of
the
community
and
brand
in
the
social
landscape,
and
management
of
acceptable-‐use
policies.
Key
Social
Media
Risk
Concerns:
Poor
community
management,
inappropriate
community
use,
customer
interactions,
customer
data
management,
social
media
spam,
and
customer
issue
escalation
and
intensification.
Legal
and
Audit
Representative
Titles:
Chief
Legal
Officer,
Chief
Compliance
Officer,
Chief
Risk
Officer,
Compliance
Manager,
and
Audit
Manager.
Role
Level:
Strategic
to
operational
Social
Media
Responsibilities:
Regulatory
and
legal
compliance,
oversight
of
social
media
policies
and
governance,
auditing
of
brand
accounts,
fraud
identification
and
management,
ensuring
standardization
of
the
brand
and
brand
compliance
across
social
networks,
identification
and
addressing
of
brand
hijacking,
and
brand/reputation
management
and
protection.
Key
Social
Media
Risk
Concerns:
Brand
compliance,
including
internal
use,
partner
and
affiliate
use,
and
community
use,
intentional
and
unintentional
brand
hijacking,
and
erosion
of
brand
reputation.
Human
Resources
Representative
Titles:
Chief
People
Officer
and
Director/Manager
of
Human
Resources
Role
Level:
Strategic
to
operational
Social
Media
Responsibilities:
Employee
oversight,
training
on
social
media
governance,
policies
and
tools,
and
management
of
internal
non-‐compliance
with
social
media
policies.
6
8. Key
Social
Media
Risk
Concerns:
Lack
of
employee
training
on
social
media
policies
and
tools,
identification
and
correction
of
employee
actions
on
social
media,
and
safety
of
employee
personal
use
of
social
media.
Social
Media
Risk
Management
Responsibilities
For
too
many
companies,
initial
social
media
efforts
are
haphazard
and
uncoordinated,
yet
require
the
participation
of
multiple
roles
(see
Figure
2).
While
Marketing
has
set
up
a
Facebook
page
and
maybe
a
Twitter
feed,
Human
Resources
has
established
a
presence
on
LinkedIn
for
recruiting,
and
individual
sales
reps
are
tweeting
away,
while
IT
is
trying
to
lock
down
all
of
the
systems
to
protect
the
company.
It
borders
on
the
edge
of
pandemonium
and
it
exposes
the
brand
to
unnecessary
risk.
Effective
social
media
risk
management
requires
internal
coordination
across
departments
and
groups
for
the
following:
1) Agreeing
on
the
corporate
purposes
and
strategy
for
adopting
social
media
channels
and
platforms;
2) Claiming
the
corporate
geography
on
the
different
social
media
channels;
3) Monitoring
access,
content,
and
applications
across
the
social
landscape;
4) Putting
together
and
executing
an
implementation
plan
for
the
strategy,
including
a
crisis
communications
and
response
plan;
and
5) Following
up
on
the
execution,
including
success
metrics.
None
of
these
can
happen
without
help
from
multiple
parts
of
the
organization.
7
9. Figure
2:
What
Roles
Should
Be
Involved
in
Social
Risk
Management?
Marketing
&
Communications
Managements
• Chief
Marketing
Ofhicer
• Vice
President
of
Marketing
• Vice
President
of
Corporate
Communications
Information
Technology
• Chief
Information
Ofhicer
• Chief
Information
Security
Ofhicer
Social
Media
Technology
• Chief
Technology
Ofhicer
• Digital
Security
Manager
• Digital
Infrastructure
Manager
Social
Media
Marketing
Social
Community
Management
&
Customer
Service
Legal
and
Audit
Human
Resources
• Director/Manager
of
Social
Media
• Director/Manager
of
Digital
Marketing
• Director/Manager
of
Corporate
Communications
• Social
Media
Agency
• Social
Community
Manager
• Social
Customer
Service
Manager
• Social
Media
Agency
• Chief
Legal
Ofhicer
Chief
Risk
Ofhicer
• Chief
Compliance
Ofhicer
Compliance/Audit
Manager
• Chief
People
Ofhicer
• Director/Manager
of
Human
Resources
For
example,
agreeing
on
the
corporate
purposes
and
strategies
for
social
media
is
primarily
a
function
of
marketing
or
corporate
communications.
But,
as
social
media
is
used
for
purposes
other
than
marketing,
such
as
a
customer
service
tool
or
a
recruiting
tool,
the
Customer
Service
team
and
the
HR
team
need
to
be
involved
from
a
platform
and
tool
selection
perspective,
and
IT
from
a
security
technology
view.
The
monitoring
of
social
media
is
primarily
the
responsibility
of
the
social
media
team
and
any
agency
support
they
utilize,
but
could
also
include
Customer
Service,
as
customers
compliment
or
complain
about
the
brand
on
social
media.
It
could
include
market
research,
as
information
is
gleaned
about
customers.
It
should
also
include
risk
and
security
teams
as
social
media
provides
a
channel
for
spear-‐phishing,
social
engineering
and
other
risks.
Though
different
for
each
organization,
effective
social
media
risk
management
requires
the
active
participation
of,
at
the
minimum,
Marketing,
IT,
Legal,
and
perhaps,
other
departments
like
Human
Resources,
Audit,
and
Customer
Service.
8
10. Roles
and
Responsibilities
in
Common
Risk
Scenarios
Once
roles
with
a
vested
interest
in
social
media
are
identified,
clear
lines
of
responsibility
for
issues,
incidents,
and
normal
management
aspects
of
social
media
need
to
be
clearly
defined.
The
best
way
to
do
this
is
by
recognizing
common
risk
scenarios
that
the
company
faces
from
social
media
and
identifying
the
necessary
roles
and
responsibilities
of
the
various
interested
and
involved
departments
and
groups
in
addressing
those
risks.
Below
are
five
commonly-‐seen
risk
scenarios
and
issues
in
social
media.
For
each
one,
a
high-‐level
overview
is
provided,
along
with
example
roles
and
responsibilities
found
in
most
companies
and
organizations.
Scenario
1:
Tracking
and
reporting
approved
and
fraudulent
social
media
accounts
• Overview:
It
is
determined
that
someone
external
to
the
organization
has
set
up
one
or
more
unauthorized
social
media
accounts
that
purport
to
represent
the
organization.
• Roles
and
Responsibilities:
o Social
Marketing
tech
team
and
any
agency
supported
and
services,
Marketing
and
IT
are
responsible
for
monitoring
for
new,
unauthorized
accounts.
o Legal
is
responsible
for
notifying
the
social
network
with
a
request
to
remove
the
account.
Once
complete,
legal
should
report
back
to
Marketing
for
verification.
Scenario
2:
Social
media
account
being
hacked
• Overview:
One
or
more
social
media
accounts
are
compromised
and
unauthorized
content
is
published
on
those
accounts.
• Roles
and
responsibilities:
o Corporate
Communications
is
responsible
for
having
a
defined
(and
tested)
internal
/
external
communications
plan
and
process
created
that
includes
agency
support.
o Social
Media
with
any
agency
support
is
responsible
for
monitoring
all
social
channels.
o Marketing
leads
communications
with
the
advisement
of
Legal.
o IT
leads
from
a
systems
perspective,
interfacing
with
Marketing
and
the
o
social
networks.
IT
Security
should
investigate
and
respond
to
each
incident
as
a
security
breach,
and
take
actions
to
preclude
future
risk.
9
11. o
Marketing
and
Security
should
report
to
a
broader
Social
Media
Committee
and
Board
with
regard
to
outcome
and
risk
mitigation.
Scenario
3:
Spam
and
malware
content
identified
• Overview:
Malware,
and
to
a
lesser
degree
spam,
is
identified
either
being
introduced
through
or
existing
on
corporate
social
media
accounts.
• Roles
and
responsibilities:
o Community
Manager
first
identifies
the
bad
content,
ideally
using
automated
technology,
implemented
with
the
support
of
IT
Security
and
policy
already
defined
by
Legal.
o Security
and
Legal
review
incident
reports,
remediation
efforts,
and
workflow
periodically
for
verification.
Scenario
4:
Release
of
customer
data
• Overview:
There
is
the
potential
for
a
release
of
customer
data
either
by
the
customer,
inadvertently
by
the
company,
or
through
hacking
efforts.
• Roles
and
responsibilities:
o Community
Manager
should
identify
incidents
using
technology
configured
by
the
IT
security
team,
under
the
guidance
of
Legal
and/or
Compliance.
o Community
manager
and
Social
Media
team
should
audit
and
report
issues
regularly
to
Legal
and/or
Compliance.
o Legal
and/or
Compliance
should
monitor
incidents
and
changes
to
laws
and
government
guidelines,
and
recommend
necessary
policy
changes
accordingly.
o Risk
Management
should
evaluate
risk
to
the
organization
based
on
the
potential,
volume
and,
severity
of
incidents.
o Compliance
reviews
incidents
and
handling
of
regulated
or
controlled
data
in
coordination
with
IT
Security.
Scenario
5:
Compliance
violations
or
release
of
sensitive
company
data
• Overview:
The
company
has
the
potential
for
violations
of
compliance
regulations
or
is
susceptible
to
unauthorized
release
of
company
data.
• Roles
and
responsibilities:
o Legal
and/or
Compliance
should
define
a
policy
and
plan
for
addressing
this
issue,
based
on
state,
regional,
and
industry
requirements.
o Legal
and/or
Compliance
should
work
with
the
Social
Media
team
to
understand
application,
and
with
IT
to
map
technology
against
enforcement
capabilities.
10
12. o
o
o
Compliance
reviews
incidents
and
handling
of
regulated
data,
and
adjusts
policy
and
rules
for
communication
on
a
regular
basis.
IT
Security
implements
the
policy
via
technology
controls.
Social
Media
team
follows
defined
process
and
is
audited,
and
reports
back
on
progress
and
any
irregularities
or
challenges
to
the
workflow.
Who
Is
Responsible
for
the
Costs?
The
most
often
asked
question
regarding
new
technology,
after
answering
“Who
is
responsible
for
what?”
is
“Who
has
to
pay
for
it?”
Social
media
protection
is
no
exception.
With
the
social
media
platforms,
the
cost
of
the
technology
and
managing
it
is
often
a
shared
expense
between
the
IT
department
and
Marketing,
with
Marketing
assessed
the
largest
portion.
The
cost
of
managing
the
risk
of
social
media
is
also
often
a
shared
expense
(see
Figure
3).
Figure
3:
Functional
Areas
and
Common
Social
Media
Risk
Cost
Responsibilities
Functional
Area
Marketing
and
Communications
Management
Information
Technology
Common
Cost
Responsibilities
•
•
•
•
•
•
•
Social
Media
Technology
Social
Media
Marketing
•
•
•
Social
Community
Management
and
Customer
Service
Legal
and
Audit
•
Human
Resources
•
•
•
Agency
services
and
support
fees
(Marketing)
Social
media
risk
management
system
(Share
with
IT)
Social
media
listening
system
(Share
with
IT)
Other
social
media
technologies
and
platforms
(Share
with
IT)
Social
media
risk
management
system
(Share
with
Marketing
and
Communications)
Social
media
listening
system
(Share
with
Marketing
and
Communications)
Other
social
media
technologies
and
platforms
(Share
with
Marketing
and
Communications)
Ongoing
management
of
social
media
risk
management
system
Ongoing
management
of
social
listening
system
Staffing
costs
of
social
media
marketing
efforts,
including
agency
services
Staffing
and
related
costs
of
community
platforms
and
social
customer
management
systems
Staffing
and
related
costs
related
to
legal
management
and
ongoing
audit
efforts
Staffing
and
related
costs
related
to
social
media
training
Staffing
and
related
costs
related
to
internal
policy
management
For
example,
the
actual
technology
need,
such
as
a
risk
and
compliance
application
or
a
monitoring
application,
is
often
a
shared
expense
between
IT
and
Marketing
or
Corporate
Communications,
with
Marketing
assessed
a
majority
of
the
expense.
Other
costs,
such
as
legal
support,
audit
and
compliance
support,
and
employee
training
are
often
taken
on
by
other
groups
in
whole
or
with
a
charge
back
11
13. mechanism
to
Marketing.
For
example,
the
costs
taken
on
by
Legal
and
Compliance
for
resources,
such
as
having
an
attorney
and/or
compliance
person
on
staff
that
has
been
trained
and
has
expertise
in
social
media,
would
be
taken
by
the
Legal
or
Compliance
departments
with
the
potential
for
some
chargeback
to
Marketing.
Training
all
employees
and
agency
staff
on
good
social
media
policies
and
practices
is
often
times
covered
by
Human
Resources,
though
training
specific
groups
such
as
social
media
Customer
Service
representatives,
or
the
home
department
of
employees
who
engage
in
social
media.
Making
It
Real:
Actual
Responses
to
Social
Media
Risk
In
order
to
understand
how
this
plays
out
in
reality,
we
spoke
with
the
former
Vice
President
of
Social
Media
for
one
of
the
world’s
largest
financial
institutions.
He
described
two
use
cases,
based
on
actual
events,
and
how
his
cross-‐functional
team
worked
together
to
manage
them.
Use
Case
#1:
Discovering
and
tracking
bank-‐owned
social
media
accounts
and
reporting
fraudulent
accounts
At
our
bank
we
had
a
Social
Media
Operations
team
that
reported
to
me
as
the
head
of
Social
Media.
The
staff
on
the
operations
team
was
responsible
for
finding,
via
any
mechanism
possible,
social
accounts
owned
and
being
run
by
the
bank.
This
involved
web
searches,
as
well
as
querying
the
social
networks
via
their
native
search
tools,
and
leveraging
data
from
listening
platforms.
The
team
maintained
a
running
list
of
accounts.
For
any
accounts
that
were
deemed
‘unauthorized,’
we
would
try
to
connect
directly
via
internal
company
communications
to
either
authorize
and
incorporate
the
account,
or
have
it
shut
down.
For
any
accounts
that
were
external
and
were
found
to
be
fraudulent
and
otherwise
inappropriately
using
our
bank’s
brand,
we
would
report
the
account
to
our
assigned
legal
resource.
The
Legal
Compliance
Department
had
a
person
assigned
to
work
with
the
Social
Media
team
on
this
very
issue.
They
would
take
any
list
of
fraudulent
and
inappropriate
accounts
and
report
them
to
the
social
networks
themselves
to
confiscate
them
or
have
them
shut
down.
12
14. Figure
4:
Real-‐World
Case
One
-‐
Unauthorized
Accounts
Use
Case
#2:
Handling
‘bad
content’
moderation
Our
bank
is
a
highly
visible
entity
that
has
garnered
a
significant
amount
of
social
engagement
and
interaction.
As
engagement
increased,
such
as
Facebook
comment
interaction,
we
recognized
the
need
to
remove
and
hide
certain
comments
on
the
page
to
protect
sensitive
data
of
the
commenter
where,
for
example,
they
inappropriately
posted
PII,
account
info,
and
other
confidential
data
to
our
wall.
We
also
had
to
remove
things
like
social
spam,
offensive
content,
and
audience-‐on-‐audience
abuse
or
exploitation.
For
all
of
these,
it
is
important
to
note
that
this
was
and
is
not
about
removing
negativity
toward
the
bank.
It
is
about
protecting
the
audience
and
fostering
a
positive
social
community.
First,
my
Social
Media
team
–
in
conjunction
with
the
Social
Customer
Service
team
–
worked
with
Legal
to
create
a
content
use
policy
to
publish
on
our
accounts
as
a
link
(see
Figure
5).
After
publishing
our
policy,
the
Social
Customer
Service
team
was
responsible
for
enforcing
the
policy
across
our
accounts,
while
our
Social
Operations
team
kept
reports
on
bad
content
moderation
activity
and
published
that
metric
in
broader
social
media
reports
for
our
executive
stakeholders.
Figure
5:
Real-‐World
Case
Two
-‐
Effective
Moderation
13
16. Next
Steps
The
only
guarantee
is
this
new
age
is
that
every
company
is
at
risk.
It
may
be
today
or
it
may
be
next
year,
but
it
is
more
likely
than
not
that
a
social
media
risk
will
manifest
itself.
To
mitigate
and
minimize
the
potential
impact
to
your
company,
you
need
to
act
today
by
doing
the
following:
Step
1:
Define
a
governance
structure.
Any
successful
social
media
risk
management
and
mitigation
effort
needs
a
foundation.
That
foundation
is
a
governance
structure.
The
governance
structure
is
often
determined
by
the
head
of
social
media,
leading
a
working
group
made
up
of
representatives
from
Marketing
Management,
IT,
Social
Media
Marketing,
Legal
and
Audit,
and
Human
Resources.
The
governance
architecture,
at
a
minimum,
needs
to
explain
who
is
responsible
for
what,
but
should
also
address
items
like
the
scope
of
your
social
media
efforts,
branding
guidelines,
approval
processes,
continuity
planning,
and
training
and
education.
Step
2:
Put
a
social
media
policy
in
place.
A
social
media
policy
(or
set
of
policies)
that
provides
guidance
for
employees
and
protects
the
company
and
customers
from
risk
should
come
right
after
governance.
This
may
take
the
form
of
a
single
policy,
a
set
of
policies,
or
even
a
set
of
guidelines.
The
purpose
of
these
policies
should
be
to
provide
a
set
of
guardrails
for
all
employees,
those
specifically
engaged
in
social
media
on
behalf
of
the
brand,
and
managers
across
the
organization.
For
a
social
media
policy
or
set
of
guidelines
to
be
both
useful
and
usable,
the
policy
should:
1)
Be
clear
in
its
purpose;
2)
Be
in
sync
with
the
company
culture;
3)
Explain
how
the
correct
use
of
social
media
is
beneficial
to
the
company;
4)
Be
written
in
plain
language
and
not
legalese;
5)
Have
the
input
and
buy-‐in
from
all
departments;
and
6)
Be
as
short
and
to
the
point
as
possible.
Step
3:
Select
technologies
that
will
support
your
organization.
Once
companies
have
a
foundational
governance
structure
in
place,
then
IT
departments
and
social
media
technology
groups
can
put
into
place
the
appropriate
technology
tools
to
manage
and
mitigate
risk.
This
should
include
tools
that
allow
the
company
to
have
visibility
into
the
social
infrastructure
(how
many
accounts
and
on
15
17. what
platform)
of
the
company,
provide
governance
for
those
accounts
around
types
of
content
and
data
that
are
published
across
them,
ensure
compliance
with
internal
policies
and
external
regulations,
and
protect
company
social
accounts
and
platforms
from
being
hacked.
Once
these
platforms
are
in
place,
the
Social
Media
Technology
Group
would
be
responsible
for
training
the
social
media
marketing
roles,
the
social
media
community
management
and
customer
service
roles,
and
as
necessary
legal,
audit,
and
human
resources
roles.
Step
4:
Test
your
organization.
After
the
governance,
the
policies,
and
the
technologies,
companies
need
to
test
and
retest
to
make
sure
that
all
the
moving
parts
remain
in
sync.
For
example,
training
employees
and
agency
staff
on
an
out-‐of-‐date
social
media
policy
is
almost
as
dangerous
as
not
having
one.
Not
keeping
track
of
all
of
the
brand
presences
on
social
media
and
allowing
them
to
proliferate
without
control
can
open
the
brand
to
unnecessary
risks.
Not
updating
a
technology
application
to
cover
a
new
platform
can
place
the
company
at
increased
risk.
Companies
should
test
their
ability
to
respond
to
different
social
media
risks
by
running
a
series
of
scenario
exercises
based
upon
known
or
expected
social
media
risks.
These
might
range
from
a
scenario
covering
a
miss
sent
tweet,
such
as
a
personal
statement
on
a
company
channel,
to
a
scenario
involving
an
irate
customer
who
takes
to
social
media
to
voice
their
issue,
to
a
scenario
covering
a
social-‐media
based
reputation
attack
by
an
NGO,
like
efforts
by
Greenpeace
against
Nestle
and
British
Petroleum.
16
18. About
Nexgate
Nexgate
provides
cloud-‐based
brand
protection
and
compliance
for
enterprise
social
media
accounts.
Its
patent-‐pending
technology
seamlessly
integrates
with
leading
social
media
platforms
and
applications
to
find
and
audit
brand
affiliated
accounts,
control
connected
appliances,
detect
and
remediate
compliance
risks,
archive
communications,
and
detect
fraud
and
account
hacking.
Nexgate
is
based
in
San
Francisco,
California,
and
is
used
by
some
of
the
world’s
largest
financial
services,
pharmaceutical,
Internet
security,
manufacturing,
media,
and
retail
organizations
to
discover,
audit,
and
protect
their
social
infrastructure.
i
Facebook
Reports
Second
Quarter
2013
Results,
July
24,
2013.
http://investor.fb.com/releasedetail.cfm?ReleaseID=780093
ii
Smith,
Craig.
(September
2013)
By
The
Numbers:
31
Amazing
Twitter
Stats.
September
5,
2013.
http://expandedramblings.com/index.php/march-‐2013-‐by-‐the-‐
numbers-‐a-‐few-‐amazing-‐twitter-‐stats/
iii
YouTube
Hits
a
Billion
Monthly
Users.
March
3,
2013.
http://youtube-‐
global.blogspot.com/2013/03/onebillionstrong.html
iv
Harvard
Business
Review
Analytics
Services.
The
New
Conversation:
Taking
Social
Media
from
Talk
to
Action.
http://www.sas.com/resources/whitepaper/wp_23348.pdf
v
Fox,
Zoe.
10
Most
Liked
Brands
by
U.S.
Facebook
Users.
Mashable,
Sept
6,
2013.
http://mashable.com/2013/09/06/facebook-‐brands-‐likes/
vi
Larcker,
David,
Larker,
Sarah,
and
Tayan,
Brian.
What
Do
Corporate
Directors
and
Senior
Managers
Know
about
Social
Media?
The
Conference
Board,
October
2012.
http://www.gsb.stanford.edu/sites/default/files/documents/TCB_DN-‐V4N20-‐
12.Social_Media.pdf
vii
Lauicella,
Tom,
Stewart,
Christopher,
and
Ovide,
Shira.
Twitter
Hoax
Sparks
Swift
Stock
Swoon,
The
Wall
Street
Journal,
April
23,
2013,
http://online.wsj.com/article/SB1000142412788732373560457844120160519348
8.html
17