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.

Text of Social Business for Complex Organizations

  • SOCIAL BUSINESS UPHELD BY FOUR CORE TRUTHS 2
  • SOCIAL BUSINESS RESTS UPON FOUR TRUTHS THAT SHAPE TODAYS BUSINESS ENVIRONMENT
  • TRUTH #1 Communication continues to reach further faster. 4
  • TRUTH #2 Everyone has a voice and is influential online. 5
  • TRUTH #3 The increasingly connected world generates an overflow of information. 6
  • TRUTH #4 Core business objectives will always remain constant. 7
  • THESE FOUR TRUTHS HAVE SHAPED A NEW BUSINESS REALITY TODAYS NEW ENVIRONMENT REQUIREMENTS Based on the four truths, new internal and external requirements exist for all organizations. INTERNAL EXTERNAL MANAGE MORE EFFICIENT AND EFFECTIVE INFORMATION MANAGEMENT PROCESSES Harness the massive amount of available content and data to rethink and reequip business operations. ENGAGE IN A MULTISTAKEHOLDER 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 its important to remember people buy from people. Its vital to sync the internal with the external 8
  • THIS NEW REALITY GIVES BIRTH TO INTERNAL BUSINESS CHALLENGES EMPLOYEES EXPANDING INTERNAL NON-EXISTENT INCONSISTENT DISJOINTED Social media measurement practices Content & Community Practices OUTDATED TECHNOLOGY Crisis communications models Selection and adoption within the org Inappropriate use of social media Confusion of roles & responsibilities Social media programs globally Governance models & Policies 9
  • A MORE CONNECTED WAY OF DOING BUSINESS Social business planning is the blueprint for the transformation of an organizationBRIDGING THE EXTERNAL WITH INTERNAL, resulting in a more connected way of doing business and shared value for all stakeholders. 10
  • THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives. PLATFORMS Online Monitoring Analytics Platform Internal Collaboration Community Platform Selection Social CRM PROCESS Social Media Policies Technology Integration Customer Support & Sales Workflows Measurement Framework & Rollout Global & Enterprise Expansion PEOPLE 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 11
  • INTERNAL AND EXTERNAL ALIGNMENT IS CRITICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes. Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND (External) SOCIAL BUSINESS SOCIAL ENTERPRISE (Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure 12
  • A SOCIAL BUSINESS CREATES AN ENTERPRISEWIDE COLLABORATIVE COMMUNITY Both internal and external communities must provide shared value across the stakeholder ecosystem. INTERNAL Internal EXTERNAL Internal Proactive employee community that understands how to tap the collective knowledge within the organization resulting in cross team collaboration and innovation External External Healthy and proactive communities create their own conversations resulting in advocacy Internal External 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. STAKEHOLDER VALUE (employees) BUSINESS VALUE ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION THE SOCIAL BUSINESS PLATFORM/PROCESS INNOVATION INCREASE IN MORALE EMPLOYEE ADVOCACY SOCIAL BRAND INTERNAL OPERATIONAL EXCELLENCE COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT EXTERNAL (customers, partners, media) REVENUE ADVOCACY PRODUCT FEEDBACK 14
  • 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 Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. SALES Increased collaboration between sales professionals in the industry; robust social CRM platform and analytics PRODUCT DEVELOPMENT Product and process innovation using the collective intellect of the community HUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment SUPPLY CHAIN Bring products to market faster through increased collaboration with partners in the supply chain 15
  • SOCIAL BUSINESS INITIATIVES 16
  • PERFORM MULTI STAKEHOLDER AUDITS Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice. Overall Distribution of Conversation General Sentiment Neg 11% Media 35% Neutral 32% Positive 57% Twitter and Blogs 65% Internal External Conversation and sentiment analysis Conversation and sentiment analysis Surveys, polls and stakeholder interviews Content and communication planning Data mining from internal communities Intelligence gathering Intelligence gathering Influencer and advocate identification 17
  • 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 LANDSCAPE A CENTRALIZED TEAM THE SOCIAL BUSINESS CENTER OF EXCELLENCE Conversation and sentiment analysis Surveys, polls and stakeholder interviews Identify the right teams, stakeholders and employees Establish roles & responsibilities Achieve buy-in from senior leadership Data mining from internal communities LISTEN PLAN ENGAGE Identify social listening and social CRM software Create plan for employee training Launch programs, events and campaigns Establish a social media listening center Process and collaboration design Determine internal & external topics Crisis coms and customers support escalation tree Manage internal collaboration and communication projects Establish a measurement framework Intelligence gathering Expand teams and channels globally * Examples of Organizational Structures Decentralized Centralized Hub and Spoke Multiple Holistic 18 *Organization structure models from Altimeter Group
  • ORGANIZE FOR SOCIAL INTEGRATION Combine specialized roles with cross-discipline teams for both scale and integration Marketing Corporate On Staff Direct Reports Dotted Line Social Media Director Director of Community Engagement Legal HR IT R&D Sales Customer Care Partners Social Business Task Force Community Manager Community Manager Strategy Staffing and reporting infrastructure Role description and integration Hiring and re-organization process Implementation Employee communications 19
  • DESIGN PROCESSES FOR NEW SOCIAL ACCOUNTS/PROPERTIES efficiently and effectively. Guidelines can help brands manage external communications Yes Be sure to connect with them. No Reach out to the Social Business Center of Excellence 1. Community Need 2. Existing Accounts and/or Strategies 3. Adequate Resources Yes Do you know the account contact? 4. Manager Approval Yes Yes Have you reviewed the Social Media Guidelines? Is there a true need from the community to create a social media channel? No No Review Social Media Guidelines Is there a preexisting brand account you can partner with? Hold off until there is community demand No Im Not Sure Looks like you may need to create an account, but two considerations. Connect with the Social Business COE to discuss. Yes See #2. No Be sure to discuss with your manager Yes 1. Have you notified your manager about this? Create an account and not social media team.. Share PW with manager No Discuss needs with manager 2. Do you have resources to sustain the account long term? 20
  • FORMALIZE GOVERNANCE PROCESS Governance can help scale social media channels more efficiently and prevent multiple, disjointed communities. INTEGRATION Operations Global Online Services Social Business Task Force Brands Partners Agency Partners Social Business Task Force Yes No Which Brand? Brand A Brand Team Plot Program Launch Measure Results Reported Technology Partners STRATEGY PLANNING IMPLEMENTATION Policy development and coordination Internal communications and distribution process Governance architecture Process design Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993 21
  • EXPAND SOCIAL MEDIA MANAGEMENT AND CAMPAIGNS GLOBALLY Content, process, creative platforms and measurement play a critical role in global expansion. 1 2 3 4 Identify Analyze Plan Engage Continuous Monitoring Track & Evaluate 5 1. Identify: Determine the appropriate regions for expansion and determine if there is an opportunity to engage effectively and solidify moderation/governance policies. Decide on an internal collaboration framework with other regions 2. Analyze: Conduct a conv