Social Business Centers Of Excellence: Foundations

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Slides from a webinar hosted by Social Media Today Social Organization: How Centers of Excellence, Collaborative Management and Seamless Enterprise Structures are Working and a few bonus ones for good measure.

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Social Business Centers Of Excellence: Foundations

  1. 1. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC 1 Social Organization: How Centers of Excellence, Collaborative Management and Seamless Enterprise Structures are Working An exclusive, live webinar from Social Media Today Vanessa DiMauro CEO
  2. 2. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC The evolution of social business In the beginning there were just social media tools These tools caught on like wildfire, and started LOB campfires 2 Wiki Pintrest Twitter FacebookLinkedIn Blog YouTube RSS On-line Community Marketing IT Business
  3. 3. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC The result was CHAOS • Different metrics • Competing budgets • Duplicated initiatives • Resource wars for talent • Multiple accounts And, ultimately no business strategy And consequently, no leveraged best practices 3 The evolved organization realized that there must be a better approach. The Social Business Center of Excellence was born and collaboration fueled the fire.
  4. 4. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC The Value of A Center of Excellence (COE) • Enables a multifaceted organization to develop a vision & mission for a strategic initiative that spans across multiple lines of business; • Ensures that that shared goals and objectives align with the organizational strategy as well as with the business needs; • Creates frameworks, tools and standards that can be leveraged across a unifying vision and mission, yet customized to specific lines of business; • Leads the implementation of pilot projects to enable organizational learning and the codification of best practices; • Establishes shared measures of success / KPIs so best-of-breed models can be utilized across the organization for competitive advantage. 4
  5. 5. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC More than 50% of organizations report that they currently are or will be a socially enabled enterprise within the next year n=835 34% 24% 31% 9% 2% 1% Already Are < 12 months 1 to 2 years 3 to 5 years > 5 years Never If your company wanted to be a socially enabled enterprise, how long would it take to achieve that goal? Source: The Socially Enabled Enterprise: A 2013 Research study
  6. 6. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC When IT and Marketing do collaborate they are more effective 6 IT N=96 Marketing N = 257 How, if at all, has this change in collaboration impacted your effectiveness as a professional? Source: The Socially Enabled Enterprise: A 2013 Research study
  7. 7. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC Center of Excellence Framework 7 Strategic Objectives Corporate Communications Business Unit A Business Unit B Business Unit C Business Unit X Digital Initiatives Stakeholder Requirements Center of Excellence: - Mission / vision - Governance - Editorial calendar - Content lifecycle: ∙ Requirements ∙ Curation ∙ Development ∙ Posting ∙ Retirement - Standards - Filters & templates - Best practices - Measures of success
  8. 8. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC A COE Perspective from Shell 8 My team has the responsibility for social media governance and strategy. We work as a center of excellence, in a hub and spoke model. Our job is to provide the environment, the platform, and practices as the means to operate and engage in social media externally, across the company. We work with people across all parts of the business at a country and local level, as well as our marketing organization and other corporate functions, such as recruiting and investor relations, to develop their own strategies and programs that fit in and utilize social. We don’t try to tell teams what their strategy should be. My job isn’t to go into our head of retail and say, “Here’s what your social media strategy should be.” My job is to ensure that they have an environment to operate their strategy that’s consistent with what’s core to our business, which is maintaining good reputation standards. Interview with Don Bulmer, Vice President of Communication Strategy at Shell from Socially Driven Collaboration research report 2013 (Oracle, Leader Networks, & Social Media Today)
  9. 9. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC A COE Perspective from Shell -2 9 I look at my role more as an enabler than anything else. The only way you’re going to get true scale is by allowing people to have accountability for their efforts and ownership of their own programs, where they benefit. We’re able to then have a dialogue where they [business] see the benefits of working with our Center of Excellence because we give them data and information and context that allows them to be able to run with their programs benefitting from this platform that we’ve established. It’s one company, right? It’s one brand. We established a model and a framework for engagement that has really clear lines of roles and responsibilities that everybody feels comfortable with and allows them to kind of do what they’re intended to do as part of their core aspects of their job. Interview with Don Bulmer, Vice President of Communication Strategy at Shell from Socially Driven Collaboration research report 2013 (Oracle, Leader Networks, & Social Media Today)
  10. 10. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC An Operating Model For Effective COEs • Executive leadership is critical – Small but highly leveraged functional team – Defines goals, key performance models – Active and ongoing participation from business leaders with clear check points and success measure • COE objectives commonly spring forth from the LOB leaders but are harnessed and prioritized by the COE in light of the mission and vision – COE is in service of business but serves to orchestrate and facilitate consistency and scale through repeatable processes • Takes on role of organizational change agent – Crawl, walk, run philosophy: pilot programs are paramount – Big vision coupled with mini-milestones enable COEs to reach final, strategic destination – Transparency is a key success factor 10
  11. 11. L E A D E R NETWORKS www.leadernetworks.comCopyright © 2014 Leader Networks, LLC 11

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