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Social Business for Complex Organizations

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Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.

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Page 1: Social Business for Complex Organizations
Page 2: Social Business for Complex Organizations

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SOCIAL BUSINESS UPHELD BY FOUR CORE TRUTHS

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SOCIAL BUSINESS RESTS UPON

FOUR TRUTHS

THAT SHAPE TODAY’S BUSINESS

ENVIRONMENT

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Communication continues to reach further faster.

4

TRUTH #1

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TRUTH #2 Everyone has a voice and is influential online.

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The increasingly connected world generates an overflow of information.

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TRUTH #3

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TRUTH #4 Core business objectives will always remain constant.

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THESE FOUR TRUTHS HAVE SHAPED A NEW BUSINESS REALITY

TO

DAY

’S N

EW

EN

VIR

ON

ME

NT R

EQ

UIR

EM

EN

TS

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

Based on the four truths, new internal and external requirements exist for all organizations.

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EMPLOYEES Inappropriate use of social media

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INTERNAL Confusion of roles & responsibilities

INCONSISTENT Social media measurement practices

OUTDATED Crisis communications models

THIS NEW REALITY GIVES BIRTH TO INTERNAL BUSINESS CHALLENGES

EXPANDING Social media programs globally

NON-EXISTENT Governance models & Policies

DISJOINTED Content & Community Practices

TECHNOLOGY Selection and adoption within the org

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A MORE CONNECTED 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. ―

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THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives.

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PLATFORMS

PROCESS

PEOPLE

Behavior Change

Cross Silo Collaboration

Executive Support & Participation

Organizational Models

Employee & Partner Participation

Social Media Policies

Technology Integration

Customer Support & Sales Workflows

Measurement Framework & Rollout

Global & Enterprise Expansion

Online Monitoring

Analytics Platform

Internal Collaboration

Community Platform Selection

Social CRM

THE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY

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INTERNAL AND EXTERNAL ALIGNMENT IS CRITICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes.

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Community Management

Marketing

Customer Service

Communications

Events

Campaigns

Advocacy

Crisis

SOCIAL BRAND

(External) SOCIAL ENTERPRISE

(Internal) SOCIAL BUSINESS

Training

Process

Collaboration

Organization Models

Research & Development

Policies & Guidelines

Knowledge Sharing

Culture

Programs

Infrastructure

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External External

Internal External

A SOCIAL BUSINESS CREATES AN ENTERPRISE-WIDE COLLABORATIVE COMMUNITY Both internal and external communities must provide shared value across the stakeholder ecosystem.

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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

Healthy and proactive

communities create their

own conversations

resulting in advocacy

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OP

ER

ATIO

NA

L

EX

CE

LLE

NC

E

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INTERNAL (employees)

EXTERNAL (customers, partners, media)

THE SOCIAL BUSINESS

REVENUE

ADVOCACY

PRODUCT FEEDBACK

ENGAGEMENT

CUSTOMER/SALES SUPPORT

CUSTOMER SATISFACTION

COLLABORATION

KNOWLEDGE SHARING

SOCIAL ENABLEMENT

PLATFORM/PROCESS INNOVATION

INCREASE IN MORALE

EMPLOYEE ADVOCACY

STAKEHOLDER VALUE

BUSINESS VALUE

SO

CIA

L B

RA

ND

THE SOCIAL BUSINESS VALUE CREATION FOR A STAKEHOLDER ECOSYSTEM Value is created by stakeholder engagement, process improvement, and product innovation.

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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

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.

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SOCIAL BUSINESS INITIATIVES

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PERFORM MULTI STAKEHOLDER AUDITS Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice.

• Conversation and sentiment analysis

• Surveys, polls and stakeholder interviews

• Data mining from internal communities

• Intelligence gathering

Internal External

Media

35%

Twitter and

Blogs

65%

Overall Distribution of Conversation

Positive

57%

Neutral

32%

Neg

11%

General Sentiment

• Conversation and sentiment analysis

• Content and communication planning

• Intelligence gathering

• Influencer and advocate identification

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ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization

EVALUATE THE SOCIAL LANDSCAPE

ESTABLISH A CENTRALIZED TEAM

OPERATIONALIZE THE SOCIAL BUSINESS CENTER OF EXCELLENCE

• 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

Decentralized Centralized Hub and Spoke Multiple Holistic

*Organization structure models from Altimeter Group

* Examples of Organizational Structures

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ORGANIZE FOR SOCIAL INTEGRATION Combine specialized roles with cross-discipline teams for both scale and integration

Direct Reports Dotted Line

On Staff

• Legal

• HR

• IT

• R&D

• Sales

• Customer

Care

Marketing Corporate

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‖

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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

Connect with the Social Business COE to discuss.

No

Hold off until there is

community demand

No Review Social

Media Guidelines

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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

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FORMALIZE GOVERNANCE PROCESS Governance can help scale social media channels more efficiently and prevent multiple, disjointed communities.

PLANNING STRATEGY IMPLEMENTATION

Agency

Partners

Brand Team

Technology

Partners

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

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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

Engage Plan

Track &

Evaluate

Analyze Identify

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

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ESTABLISH SOCIAL MEDIA LEVELS OF PARTICIPATION FOR EMPLOYEES Provide multiple ways for employees to use social media, regardless of proficiency level or experience.

Proficiency

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

Proficiency

Level Activity Engagement Behaviors Tools/Technologies

Intermediate

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

CONVERSATIONALIST

Proficiency

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

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ESTABLISH COMMUNICATIONS AND ESCALATION PROTOCOL Establishing a decision tree is imperative in order to communicate quickly and effectively in real time.

LISTEN ASSESS ENGAGE REPEAT

Community

Managers

Community

NO

NO

YES NO

YES

YES

YES

NO

NO

NO

YES

NO

YES

NO

YES

YES YES

NO

(optional, but recommended)

Monitor

Conversations

Assess

Re-direct Engage

Privately

Re-direct Engage

Privately

Proceed

Engage

in public?

Legitimate?

Expertise

with

product?

Is topic

sensitive?

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

!! Complaint !!

?! Other issues !?

Compliment

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

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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

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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)

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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

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PLAN BEFORE YOU EXECUTE. MEASURE WHAT YOU EXECUTE.