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SOCIAL BUSINESS 
FOR COMPLEX 
ORGANIZATIONS 
David Armano
2 
SOCIAL BUSINESS 
UPHELD BY 
FOUR CORE TRUTHS
SOCIAL BUSINESS RESTS UPON 
FOUR TRUTHS 
THAT SHAPE TODAY’S BUSINESS 
ENVIRONMENT
Communication continues to reach further faster. 
4 
TRUTH #1
5 
TRUTH #2 
Everyone has a voice and is influential online.
The increasingly connected world generates an overflow 
of information. 
6 
TRUTH #3
7 
TRUTH #4 
Core business objectives will always remain constant.
8 
THESE FOUR TRUTHS HAVE SHAPED A 
NEW BUSINESS REALITY 
Based on the four truths, new internal and external requirements exist for all organizations. 
TODAY’S NEW ENVIRONMENT 
REQUIREMENTS 
INTERNAL EXTERNAL 
MANAGE MORE 
EFFICIENT AND 
EFFECTIVE 
INFORMATION 
MANAGEMENT 
PROCESSES 
Harness the massive 
amount of available 
content and data to 
rethink and re-equip 
business operations. 
ENGAGE IN A MULTI-STAKEHOLDER 
CONVERSATION 
Use new mediums to 
communicate with a wider, 
multi-faced set of 
stakeholders 
INNOVATE AT FASTER 
SPEEDS 
Focus business efforts on 
innovation rather than 
continued improvement in 
order to stay relevant 
HUMANIZE YOUR 
BRAND 
In a world where 
marketing is driven by data 
and content, brands must 
learn to communicate with 
emotion 
EMPOWER EMPLOYEES Equip employees with the 
right data at the right time 
in order to increase brand 
impact 
EMBRACE THE RISE OF 
THE INDIVIDUAL 
Whether you are a B2B or 
B2C company it’s 
important to remember 
“people buy from people.” 
It’s vital to sync the 
internal with the external
THIS NEW REALITY GIVES BIRTH TO 
INTERNAL BUSINESS CHALLENGES 
EMPLOYEES 
Inappropriate use of social media 
9 
INTERNAL 
Confusion of roles & responsibilities 
INCONSISTENT 
Social media measurement practices 
OUTDATED 
Crisis communications models 
EXPANDING 
Social media programs globally 
NON-EXISTENT 
Governance models & Policies 
DISJOINTED 
Content & Community Practices 
TECHNOLOGY 
Selection and adoption within the org
10 
A MORE CONNTECTED WAY OF DOING BUSINESS 
Social business planning is the blueprint for the transformation of an 
organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a 
more connected way of doing business and shared value for all stakeholders. “ 
”
THE THREE CHARACTERISTICS THAT 
ENCOMPASS A SOCIAL BUSINESS 
People, Process and Platforms are the foundation of social business planning and initiatives. 
11 
PLATFORMS 
PROCESS 
PEOPLE 
Online Monitoring 
Analytics Platform 
Internal Collaboration 
Community Platform Selection 
Social CRM 
Social Media Policies 
Technology Integration 
Customer Support & Sales Workflows 
Measurement Framework & Rollout 
Global & Enterprise Expansion 
Behavior Change 
Cross Silo Collaboration 
Executive Support & Participation 
Organizational Models 
Employee & Partner Participation 
THE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY
INTERNAL AND EXTERNAL ALIGNMENT IS 
CRTICAL FOR SUCCESS 
Collaboration, communication and process development are critical to ensure measureable 
outcomes. 
12 
Programs 
Community Management 
Marketing 
Customer Service 
Communications 
Events 
Campaigns 
Advocacy 
Crisis 
SOCIAL BRAND 
(External) 
SOCIAL 
ENTERPRISE(Intern 
al) 
SOCIAL BUSINESS 
Training 
Process 
Collaboration 
Organization Models 
Research & Development 
Policies & Guidelines 
Knowledge Sharing 
Culture 
Infrastructure
A SOCIAL BUSINESS CREATES AN ENTERPRISE 
WIDE COLLABORATIVE COMMUNITY 
Both internal and external communities must provide shared value across the stakeholder 
ecosystem. 
INTERNAL EXTERNAL 
External External 
Healthy and proactive 
communities create their 
own conversations 
resulting in advocacy 
Internal External 
Internal Internal 
Proactive employee 
community that 
understands how to tap 
the collective knowledge 
within the organization 
resulting in cross team 
collaboration and 
innovation 
Enabled employees communicate 
meaningful messages externally with 
customers and partners resulting in 
trustworthy relationships 
13
THE SOCIAL BUSINESS VALUE CREATION FOR A 
STAKEHOLDER ECOSYSTEM 
Value is created by stakeholder engagement, process improvement, and product innovation. 
OPERATIONAL 
EXCELLENCE 
14 
INTERNAL 
(employees) 
ENGAGEMENT 
CUSTOMER/SALES SUPPORT 
CUSTOMER SATISFACTION 
EXTERNAL 
(customers, partners, media) 
THE SOCIAL 
BUSINESS 
REVENUE 
ADVOCACY 
PRODUCT FEEDBACK 
COLLABORATION 
KNOWLEDGE SHARING 
SOCIAL ENABLEMENT 
PLATFORM/PROCESS 
INNOVATION 
INCREASE IN MORALE 
EMPLOYEE ADVOCACY 
STAKEHOLDER VALUE 
BUSINESS VALUE 
SOCIAL BRAND
15 
SOCIAL BUSINESS AFFECTS MORE THAN JUST 
THE WAY A BRAND COMMUNICATES 
Social business spans across the entire organization from HR to Marketing and everything in 
between. 
COMMUNICATIONS 
CUSTOMER SERVICE 
SALES 
PRODUCT DEVELOPMENT 
HUMAN RESOURCES 
SUPPLY CHAIN 
Deeper levels of engagement with the social customer 
through consistent and relevant content; ability to scale 
operations globally. 
The ability to solve customer problems quickly and efficiently. 
Increased collaboration between sales professionals in the 
industry; robust social CRM platform and analytics 
Product and process innovation using the collective intellect 
of the community 
Staffing & recruiting, employee engagement and 
empowerment 
Bring products to market faster through increased 
collaboration with partners in the supply chain
16 
SOCIAL BUSINESS 
INITIATIVES
17 
PERFORM MULTI STAKEHOLDER AUDITS 
Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice. 
Overall Distribution of Conversation 
General Sentiment 
Internal External 
• Conversation and sentiment analysis 
• Surveys, polls and stakeholder interviews 
• Data mining from internal communities 
• Intelligence gathering 
Media 
35% 
Twitter and 
Blogs 
65% 
Positive 
57% 
Neutral 
32% 
Neg 
11% 
• Conversation and sentiment analysis 
• Content and communication planning 
• Intelligence gathering 
• Influencer and advocate identification
18 
ESTABLISH A SOCIAL BUSINESS CENTER OF 
EXCELLENCE 
The Center of Excellence will drive governance, collaboration, training and process across the 
organization 
EVALUATE 
ESTABLISH 
OPERATIONALIZE 
THE SOCIAL 
A CENTRALIZED 
THE SOCIAL BUSINESS CENTER OF EXCELLENCE 
LANDSCAPE 
TEAM 
• Conversation and 
sentiment analysis 
• Surveys, polls and 
stakeholder interviews 
• Data mining from 
internal communities 
• Intelligence gathering 
• Identify the right teams, 
stakeholders and 
employees 
• Establish roles & 
responsibilities 
• Achieve buy-in from 
senior leadership 
• Establish a 
measurement framework 
LISTEN 
• Identify social listening and 
social CRM software 
•Establish a social media 
listening center 
• Determine internal & 
external topics 
PLAN 
•Create plan for employee 
training 
• Process and collaboration 
design 
•Crisis coms and 
customers support 
escalation tree 
ENGAGE 
• Launch programs, events 
and campaigns 
• Manage internal 
collaboration and 
communication projects 
•Expand teams and 
channels globally 
* Examples of Organizational Structures 
Decentralized Centralized Hub and Spoke Multiple Holistic 
*Organization structure models from Altimeter Group
19 
ORGANIZE FOR SOCIAL INTEGRATION 
Combine specialized roles with cross-discipline teams for both scale and integration 
On Staff 
Direct Reports Dotted Line 
• Legal 
• HR 
• IT 
• R&D 
• Sales 
• Customer 
Care 
Corporate Marketing 
Social Media 
Director 
Partners 
Community 
Manager 
Community 
Manager 
Strategy Implementation 
Director of 
Community 
Engagement 
• Staffing and reporting infrastructure 
• Role description and integration 
• Hiring and re-organization process 
• Employee communications 
Social Business 
“Task Force”
Have you 
reviewed the 
Social Media 
Guidelines? 
Yes 
Is there a true 
need from the 
community to 
create a 
social media 
channel? 
Yes 
Is there a pre-existing 
brand 
account you can 
partner with? 
Yes 
Do you know 
the account 
contact? 
Yes 
Be sure to 
connect with 
them. 
No 
Reach out to the 
Social Business 
Center of 
Excellence 
No 
Looks like you 
may need to 
create an 
account, but 
two 
considerations. 
1. Have you 
notified your 
manager about 
this? 
Yes See #2. 
No 
Be sure to discuss 
with your 
manager 
2. Do you have 
resources to 
sustain the 
account long 
term? 
Yes 
Create an 
account and not 
social media 
team.. Share PW 
with manager 
No 
Discuss needs 
with manager 
I’m 
Not 
Sure 
Click here to 
connect with the 
Social Business 
COE to discuss. 
No 
Hold off until 
there is 
community 
demand 
No 
Review Social 
Media 
Guidelines 
20 
DESIGN PROCESSES FOR NEW SOCIAL 
ACCOUNTS/PROPERTIES 
Guidelines can help brands manage external communications efficiently and effectively. 
1. Community Need 
2. Existing Accounts and/or Strategies 
3. Adequate Resources 
4. Manager Approval
21 
FORMALIZE GOVERNANCE PROCESS 
Governance can help scale social media channels more efficiently and prevent multiple, disjointed 
communities. 
Agency 
Partners 
Brand Team 
Technology 
Partners 
PLANNING STRATEGY IMPLEMENTATION 
Social Business 
Task Force 
Social Business 
Task Force 
Operations 
Brands 
Partners 
Yes 
No 
Which 
Brand? 
Brand A 
Plot 
Program 
Results 
Reported 
Launch 
Measure 
Global Online 
Services 
INTEGRATION 
• Policy development 
and coordination 
• Governance architecture 
• Internal communications and distribution 
process 
• Process design 
Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993
22 
EXPAND SOCIAL MEDIA MANAGEMENT AND 
CAMPAIGNS GLOBALLY 
Content, process, creative platforms and measurement play a critical role in global expansion. 
1 2 3 4 
5 
Plan Engage 
Track & 
Evaluate 
Identify Analyze 
Continuous 
Monitoring 
1. Identify: Determine the appropriate regions for 
expansion and determine if there is an 
opportunity to engage effectively 
2. Analyze: Conduct a conversation audit and 
determine if the business has the appropriate 
resources to scale operations (i.e. content, 
community manager, creative) 
3. Plan: Create a crisis communications and 
workflow plan. Determine creative strategy and 
make technology decisions. Create content 
marketing plan and solidify 
moderation/governance policies. Decide on an 
internal collaboration framework with other 
regions 
4. Engage: Launch programs while maintaining 
general community engagement on social 
media channels 
5. Track & Measure: Establish reporting 
frequency and determine the best measures of 
success
23 
ESTABLISH SOCIAL MEDIA LEVELS OF 
PARTICIPATION FOR EMPLOYEES 
Provide multiple ways for employees to use social media, regardless of proficiency level or experience. 
Proficienc 
y Level 
Activity Engagement Behaviors Tools/Technologies 
Advanced 
Video 
Record, upload video; live streaming, Google 
Hangouts 
Vimeo, YouTube, Twitvid, Qik, 
Livestream, Ustream, Google+ 
Photos Upload and Tag images from events 
Instagram, Picplz, Hipstamatic, 
Flickr, Picasa 
Blogs Write and publish blog content 
Wordpress, Tumblr, Posterous, 
internal and external blogs 
CONTENT 
CREATOR 
Proficienc 
y Level 
Activity Engagement Behaviors Tools/Technologies 
Intermediat 
e 
Micro 
Blogging 
Share product related news, announcements 
within micro blogging, create influencer lists 
Twitter, Friendfeed, Quora 
General 
conversation 
Engage in two-way dialogue about industry 
issues 
Facebook, Orkut, Quora, Google+ 
Commenting Respond to comments in 3rd party blogs N/A 
CONVERSATIONALI 
ST 
Proficienc 
y Level 
Activity Engagement Behaviors Tools/Technologies/Networks 
Basic 
Listen, 
practice 
Subscribe to Google Alerts, monitor Twitter and 
company blog 
Google, Twitter, internal networks 
Follow 
Follow the brand on Facebook, Twitter and 
LinkedIn, subscribe to the blog’s community RSS 
feeds 
Facebook, Twitter, LinkedIn 
Optimize 
Add “what you do” section to online profiles, 
specifically LinkedIn; disclose company affiliation 
LinkedIn, Twitter, other 
LISTENER
ESTABLISH COMMUNICATIONS AND ESCALATION 
PROTOCOL 
Establishing a decision tree is imperative in order to communicate quickly and effectively in real time. 
24 
YES 
YES 
Re-direct 
Proceed 
Expertise 
with 
product? 
Is topic 
sensitive? 
Compliment 
!! Complaint !! 
?! Other issues !? 
LISTEN ASSESS ENGAGE REPEAT 
Community 
Managers 
Community 
NO 
NO 
YES NO 
YES 
NO 
NO 
NO 
YES 
NO 
YES 
NO 
YES 
YES YES 
NO 
(optional, but recommended) 
Monitor 
Conversations 
Assess 
Engage 
Privately 
Re-direct 
Engage 
Privately 
Engage 
in public? 
Legitimate? 
Engage 
Privately 
Proceed 
Is 
engagement 
positive? 
Proceed 
Positive 
outcome? 
Assess Proceed 
Converse 
further? 
Proceed Re-direct 
Assess 
Can CM 
help? 
Engage 
Privately 
Participant upset? 
Do not engage 
Product 
Company 
• Scenario mapping and planning 
• Communications protocol 
• Technology recommendations 
• Engagement guidelines 
• Training planning and course 
development 
Source, David Armano: http://www.flickr.com/photos/7855449@N02/5042953763/in/set-72157606844282993
25 
COLLABORATE IN REAL TIME 
Identify communication gaps and collaboration challenges that hinder social business transformation. 
“Community clusters”: 
micro social networks 
that exist within a set 
community 
Ex. Internal 
communities 
Interactions between 
“community clusters” 
• Sharing cultural readiness 
• Assessment of process 
• Business silo assessment 
• Internal communication plan 
• Platform audit and recommendations 
• Project management 
Source, David Armano: http://www.flickr.com/photos/7855449@N02/3530720879/in/set-72157606844282993
26 
LAUNCH A SOCIAL COMMAND CENTER 
Creating a real time listening/engagement center can help monitor support, crisis and create sales 
opportunities. 
Edelman’s ”SICC” (Social Intelligence Command Center)
27 
ESTABLISH A MEASUREMENT FRAMEWORK 
Ensuring that the entire organization is measuring social consistently is just as important as the math 
itself. 
COLLECTION 
AND 
MEASUREMENT 
ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT 
FACEBOOK 
• Unique Users 
• Page Views 
• Media 
Consumption 
• Total Interactions – 
Wall Posts, Likes, 
Comments 
• Fan Photos/Videos 
• Post Quality 
• External Links to 
Content and 
Discussion 
• Total Fans 
• Subscribed Fans 
• Audience Profile as a 
Reflection of Target 
• On-Message 
• Positive/Negative/Neutral 
• Change Over Time or Program 
• Reviews 
YOUTUBE 
• Total Followers 
• Channel Views 
• Video Views 
• Comments 
• Video Responses 
and Shares 
• Amount of Video 
“Favorites” 
• External Links 
• Embeds 
• Channel Subscribers 
• Video Honors 
• Audience Profile as 
a Reflection Target 
• On-Message 
• Positive/Negative/Neutral 
• Change Over Time or Program 
• Ratings 
TWITTER 
• Total Followers 
• RTs 
• DMs 
• Tweets to Shared 
Content and 
External Hubs 
• Inbound Links 
• External Coverage 
• Extended network and 
Relative Influence of 
Followers 
• Follower Profile as 
a Reflection of Target 
• On-Message 
• Positive/Negative/Neutral 
• Change Over Time or Program 
OVERALL 
• Total Media 
Consumption 
• Total Interactions 
• Total Trackbacks 
and Coverage of 
Activities 
• Total Ongoing, Engaged 
Subscribers to Content 
and Community 
• Community Crossover 
• Overall Sentiment 
• Total Shift in Sentiment 
• Establish Global KPI’s and 
Benchmarks 
• Standardize methodologies 
• Identify and document metrics 
• Construct a ROI model
28 
PLAN BEFORE YOU 
EXECUTE. MEASURE 
WHAT YOU EXECUTE.
29 
MICHAEL BRITO 
Michael is the Senior Vice President of Social 
Business Planning at Edelman Digital, working 
previously with Intel where he was their Social 
Media Strategist. He wrote the book on social 
business titled “Smart Business, Social 
Business: A Playbook for Social Media in Your 
Organization”. 
DAVID ARMANO 
David is Executive Vice President, Global 
Innovation & Integration for Edelman Digital. 
He was formerly a founding member of social 
business consultancy Dachis Group and is 
considered to be a highly influential voice on 
the topic of social media for business. 
KAZIM ALI 
Kazim is a Consultant for Edelman Consulting, 
a management consultancy focused on the 
intersection of strategy, marketing, and 
communications. He was the former CTO of 
an education-based startup and has led 
several IT strategy and decision modeling 
projects for Gartner Consulting.

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Social Business for Complex Organizations

  • 1. SOCIAL BUSINESS FOR COMPLEX ORGANIZATIONS David Armano
  • 2. 2 SOCIAL BUSINESS UPHELD BY FOUR CORE TRUTHS
  • 3. SOCIAL BUSINESS RESTS UPON FOUR TRUTHS THAT SHAPE TODAY’S BUSINESS ENVIRONMENT
  • 4. Communication continues to reach further faster. 4 TRUTH #1
  • 5. 5 TRUTH #2 Everyone has a voice and is influential online.
  • 6. The increasingly connected world generates an overflow of information. 6 TRUTH #3
  • 7. 7 TRUTH #4 Core business objectives will always remain constant.
  • 8. 8 THESE FOUR TRUTHS HAVE SHAPED A NEW BUSINESS REALITY Based on the four truths, new internal and external requirements exist for all organizations. TODAY’S NEW ENVIRONMENT REQUIREMENTS INTERNAL EXTERNAL MANAGE MORE EFFICIENT AND EFFECTIVE INFORMATION MANAGEMENT PROCESSES Harness the massive amount of available content and data to rethink and re-equip business operations. ENGAGE IN A MULTI-STAKEHOLDER CONVERSATION Use new mediums to communicate with a wider, multi-faced set of stakeholders INNOVATE AT FASTER SPEEDS Focus business efforts on innovation rather than continued improvement in order to stay relevant HUMANIZE YOUR BRAND In a world where marketing is driven by data and content, brands must learn to communicate with emotion EMPOWER EMPLOYEES Equip employees with the right data at the right time in order to increase brand impact EMBRACE THE RISE OF THE INDIVIDUAL Whether you are a B2B or B2C company it’s important to remember “people buy from people.” It’s vital to sync the internal with the external
  • 9. THIS NEW REALITY GIVES BIRTH TO INTERNAL BUSINESS CHALLENGES EMPLOYEES Inappropriate use of social media 9 INTERNAL Confusion of roles & responsibilities INCONSISTENT Social media measurement practices OUTDATED Crisis communications models EXPANDING Social media programs globally NON-EXISTENT Governance models & Policies DISJOINTED Content & Community Practices TECHNOLOGY Selection and adoption within the org
  • 10. 10 A MORE CONNTECTED WAY OF DOING BUSINESS Social business planning is the blueprint for the transformation of an organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a more connected way of doing business and shared value for all stakeholders. “ ”
  • 11. THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives. 11 PLATFORMS PROCESS PEOPLE Online Monitoring Analytics Platform Internal Collaboration Community Platform Selection Social CRM Social Media Policies Technology Integration Customer Support & Sales Workflows Measurement Framework & Rollout Global & Enterprise Expansion Behavior Change Cross Silo Collaboration Executive Support & Participation Organizational Models Employee & Partner Participation THE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY
  • 12. INTERNAL AND EXTERNAL ALIGNMENT IS CRTICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes. 12 Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND (External) SOCIAL ENTERPRISE(Intern al) SOCIAL BUSINESS Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure
  • 13. A SOCIAL BUSINESS CREATES AN ENTERPRISE WIDE COLLABORATIVE COMMUNITY Both internal and external communities must provide shared value across the stakeholder ecosystem. INTERNAL EXTERNAL External External Healthy and proactive communities create their own conversations resulting in advocacy Internal External Internal Internal Proactive employee community that understands how to tap the collective knowledge within the organization resulting in cross team collaboration and innovation Enabled employees communicate meaningful messages externally with customers and partners resulting in trustworthy relationships 13
  • 14. THE SOCIAL BUSINESS VALUE CREATION FOR A STAKEHOLDER ECOSYSTEM Value is created by stakeholder engagement, process improvement, and product innovation. OPERATIONAL EXCELLENCE 14 INTERNAL (employees) ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION EXTERNAL (customers, partners, media) THE SOCIAL BUSINESS REVENUE ADVOCACY PRODUCT FEEDBACK COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT PLATFORM/PROCESS INNOVATION INCREASE IN MORALE EMPLOYEE ADVOCACY STAKEHOLDER VALUE BUSINESS VALUE SOCIAL BRAND
  • 15. 15 SOCIAL BUSINESS AFFECTS MORE THAN JUST THE WAY A BRAND COMMUNICATES Social business spans across the entire organization from HR to Marketing and everything in between. COMMUNICATIONS CUSTOMER SERVICE SALES PRODUCT DEVELOPMENT HUMAN RESOURCES SUPPLY CHAIN Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally. The ability to solve customer problems quickly and efficiently. Increased collaboration between sales professionals in the industry; robust social CRM platform and analytics Product and process innovation using the collective intellect of the community Staffing & recruiting, employee engagement and empowerment Bring products to market faster through increased collaboration with partners in the supply chain
  • 16. 16 SOCIAL BUSINESS INITIATIVES
  • 17. 17 PERFORM MULTI STAKEHOLDER AUDITS Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice. Overall Distribution of Conversation General Sentiment Internal External • Conversation and sentiment analysis • Surveys, polls and stakeholder interviews • Data mining from internal communities • Intelligence gathering Media 35% Twitter and Blogs 65% Positive 57% Neutral 32% Neg 11% • Conversation and sentiment analysis • Content and communication planning • Intelligence gathering • Influencer and advocate identification
  • 18. 18 ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization EVALUATE ESTABLISH OPERATIONALIZE THE SOCIAL A CENTRALIZED THE SOCIAL BUSINESS CENTER OF EXCELLENCE LANDSCAPE TEAM • Conversation and sentiment analysis • Surveys, polls and stakeholder interviews • Data mining from internal communities • Intelligence gathering • Identify the right teams, stakeholders and employees • Establish roles & responsibilities • Achieve buy-in from senior leadership • Establish a measurement framework LISTEN • Identify social listening and social CRM software •Establish a social media listening center • Determine internal & external topics PLAN •Create plan for employee training • Process and collaboration design •Crisis coms and customers support escalation tree ENGAGE • Launch programs, events and campaigns • Manage internal collaboration and communication projects •Expand teams and channels globally * Examples of Organizational Structures Decentralized Centralized Hub and Spoke Multiple Holistic *Organization structure models from Altimeter Group
  • 19. 19 ORGANIZE FOR SOCIAL INTEGRATION Combine specialized roles with cross-discipline teams for both scale and integration On Staff Direct Reports Dotted Line • Legal • HR • IT • R&D • Sales • Customer Care Corporate Marketing Social Media Director Partners Community Manager Community Manager Strategy Implementation Director of Community Engagement • Staffing and reporting infrastructure • Role description and integration • Hiring and re-organization process • Employee communications Social Business “Task Force”
  • 20. Have you reviewed the Social Media Guidelines? Yes Is there a true need from the community to create a social media channel? Yes Is there a pre-existing brand account you can partner with? Yes Do you know the account contact? Yes Be sure to connect with them. No Reach out to the Social Business Center of Excellence No Looks like you may need to create an account, but two considerations. 1. Have you notified your manager about this? Yes See #2. No Be sure to discuss with your manager 2. Do you have resources to sustain the account long term? Yes Create an account and not social media team.. Share PW with manager No Discuss needs with manager I’m Not Sure Click here to connect with the Social Business COE to discuss. No Hold off until there is community demand No Review Social Media Guidelines 20 DESIGN PROCESSES FOR NEW SOCIAL ACCOUNTS/PROPERTIES Guidelines can help brands manage external communications efficiently and effectively. 1. Community Need 2. Existing Accounts and/or Strategies 3. Adequate Resources 4. Manager Approval
  • 21. 21 FORMALIZE GOVERNANCE PROCESS Governance can help scale social media channels more efficiently and prevent multiple, disjointed communities. Agency Partners Brand Team Technology Partners PLANNING STRATEGY IMPLEMENTATION Social Business Task Force Social Business Task Force Operations Brands Partners Yes No Which Brand? Brand A Plot Program Results Reported Launch Measure Global Online Services INTEGRATION • Policy development and coordination • Governance architecture • Internal communications and distribution process • Process design Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993
  • 22. 22 EXPAND SOCIAL MEDIA MANAGEMENT AND CAMPAIGNS GLOBALLY Content, process, creative platforms and measurement play a critical role in global expansion. 1 2 3 4 5 Plan Engage Track & Evaluate Identify Analyze Continuous Monitoring 1. Identify: Determine the appropriate regions for expansion and determine if there is an opportunity to engage effectively 2. Analyze: Conduct a conversation audit and determine if the business has the appropriate resources to scale operations (i.e. content, community manager, creative) 3. Plan: Create a crisis communications and workflow plan. Determine creative strategy and make technology decisions. Create content marketing plan and solidify moderation/governance policies. Decide on an internal collaboration framework with other regions 4. Engage: Launch programs while maintaining general community engagement on social media channels 5. Track & Measure: Establish reporting frequency and determine the best measures of success
  • 23. 23 ESTABLISH SOCIAL MEDIA LEVELS OF PARTICIPATION FOR EMPLOYEES Provide multiple ways for employees to use social media, regardless of proficiency level or experience. Proficienc y Level Activity Engagement Behaviors Tools/Technologies Advanced Video Record, upload video; live streaming, Google Hangouts Vimeo, YouTube, Twitvid, Qik, Livestream, Ustream, Google+ Photos Upload and Tag images from events Instagram, Picplz, Hipstamatic, Flickr, Picasa Blogs Write and publish blog content Wordpress, Tumblr, Posterous, internal and external blogs CONTENT CREATOR Proficienc y Level Activity Engagement Behaviors Tools/Technologies Intermediat e Micro Blogging Share product related news, announcements within micro blogging, create influencer lists Twitter, Friendfeed, Quora General conversation Engage in two-way dialogue about industry issues Facebook, Orkut, Quora, Google+ Commenting Respond to comments in 3rd party blogs N/A CONVERSATIONALI ST Proficienc y Level Activity Engagement Behaviors Tools/Technologies/Networks Basic Listen, practice Subscribe to Google Alerts, monitor Twitter and company blog Google, Twitter, internal networks Follow Follow the brand on Facebook, Twitter and LinkedIn, subscribe to the blog’s community RSS feeds Facebook, Twitter, LinkedIn Optimize Add “what you do” section to online profiles, specifically LinkedIn; disclose company affiliation LinkedIn, Twitter, other LISTENER
  • 24. ESTABLISH COMMUNICATIONS AND ESCALATION PROTOCOL Establishing a decision tree is imperative in order to communicate quickly and effectively in real time. 24 YES YES Re-direct Proceed Expertise with product? Is topic sensitive? Compliment !! Complaint !! ?! Other issues !? LISTEN ASSESS ENGAGE REPEAT Community Managers Community NO NO YES NO YES NO NO NO YES NO YES NO YES YES YES NO (optional, but recommended) Monitor Conversations Assess Engage Privately Re-direct Engage Privately Engage in public? Legitimate? Engage Privately Proceed Is engagement positive? Proceed Positive outcome? Assess Proceed Converse further? Proceed Re-direct Assess Can CM help? Engage Privately Participant upset? Do not engage Product Company • Scenario mapping and planning • Communications protocol • Technology recommendations • Engagement guidelines • Training planning and course development Source, David Armano: http://www.flickr.com/photos/7855449@N02/5042953763/in/set-72157606844282993
  • 25. 25 COLLABORATE IN REAL TIME Identify communication gaps and collaboration challenges that hinder social business transformation. “Community clusters”: micro social networks that exist within a set community Ex. Internal communities Interactions between “community clusters” • Sharing cultural readiness • Assessment of process • Business silo assessment • Internal communication plan • Platform audit and recommendations • Project management Source, David Armano: http://www.flickr.com/photos/7855449@N02/3530720879/in/set-72157606844282993
  • 26. 26 LAUNCH A SOCIAL COMMAND CENTER Creating a real time listening/engagement center can help monitor support, crisis and create sales opportunities. Edelman’s ”SICC” (Social Intelligence Command Center)
  • 27. 27 ESTABLISH A MEASUREMENT FRAMEWORK Ensuring that the entire organization is measuring social consistently is just as important as the math itself. COLLECTION AND MEASUREMENT ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT FACEBOOK • Unique Users • Page Views • Media Consumption • Total Interactions – Wall Posts, Likes, Comments • Fan Photos/Videos • Post Quality • External Links to Content and Discussion • Total Fans • Subscribed Fans • Audience Profile as a Reflection of Target • On-Message • Positive/Negative/Neutral • Change Over Time or Program • Reviews YOUTUBE • Total Followers • Channel Views • Video Views • Comments • Video Responses and Shares • Amount of Video “Favorites” • External Links • Embeds • Channel Subscribers • Video Honors • Audience Profile as a Reflection Target • On-Message • Positive/Negative/Neutral • Change Over Time or Program • Ratings TWITTER • Total Followers • RTs • DMs • Tweets to Shared Content and External Hubs • Inbound Links • External Coverage • Extended network and Relative Influence of Followers • Follower Profile as a Reflection of Target • On-Message • Positive/Negative/Neutral • Change Over Time or Program OVERALL • Total Media Consumption • Total Interactions • Total Trackbacks and Coverage of Activities • Total Ongoing, Engaged Subscribers to Content and Community • Community Crossover • Overall Sentiment • Total Shift in Sentiment • Establish Global KPI’s and Benchmarks • Standardize methodologies • Identify and document metrics • Construct a ROI model
  • 28. 28 PLAN BEFORE YOU EXECUTE. MEASURE WHAT YOU EXECUTE.
  • 29. 29 MICHAEL BRITO Michael is the Senior Vice President of Social Business Planning at Edelman Digital, working previously with Intel where he was their Social Media Strategist. He wrote the book on social business titled “Smart Business, Social Business: A Playbook for Social Media in Your Organization”. DAVID ARMANO David is Executive Vice President, Global Innovation & Integration for Edelman Digital. He was formerly a founding member of social business consultancy Dachis Group and is considered to be a highly influential voice on the topic of social media for business. KAZIM ALI Kazim is a Consultant for Edelman Consulting, a management consultancy focused on the intersection of strategy, marketing, and communications. He was the former CTO of an education-based startup and has led several IT strategy and decision modeling projects for Gartner Consulting.

Editor's Notes

  1. Individuals can broadcast their thoughts to a global audience Individual communication power is greater than ever A collective of individuals garners just as much power as does major media.