Based on the original social business roadmap from AIIM International, how you can break down the roadmap and understand how to apply it to your organization. Presented at #optsum on September 12, 2011 in Phoenix, Arizona.

1. Deconstructing the Social Business Roadmap A conversation and walkthrough of the understanding what it will take to develop a social media business policy for your organization.

2. Andrea Baker Andrea Baker Twitter: @immunity LinkedIN – Andrea R. Baker

3. How this session works: I’ll talk about the steps of the roadmap and discuss real world applications. Around the room, please feel free to volunteer how your organization is implementing the step or how you can implement to do better social business.

4. Are you on the right course?

5. Goals To improve business processes using social practices and technologies Set the standard in which to follow from concept to constituent and community collaboration Create you essential guide to those who wish to implement social technologies

6. What is social business? Social business is the use of social technologies and processes to improve internal collaboration and external customer engagement. It is more than simply setting up accounts on commercial services or even implementing enterprise social technologies. Instead, social business processes leverage social technologies within a culture of collaboration, openness, and sharing to streamline and improve the way organizations conduct business.

7. Where is the personal line? Being a social business means having a personal connection with your customers. Consider a corporate brand instead of a corporate push on the individual brand.

9. Social Media / Social Business Let’s be clear of what YOUR needs are: Whether you use social media/social networking for personal business be aware of what you post – its forever! Your personal life will probably touch or bleed into your professional presence – people will “search” for you and know more than you think. If needed, maintain a presence for each persona and keep them separate in your “voice”.

10. “As we are moving forward in the digital age and with teleworking, it is imperative that in doing business and effective communicating with others not in the same room, we consider how to use social media technologies to fill in the gaps that email and traditional networking or communications do not provide.”

11. It can be a little overwhelming for the untrained employee

13. Social Media Empowerment

14. Do you feel empowered by your organization to work with social media? Is your organization empowering themselves to work with you on your ideas and energy?

15. Empowerment A necessary precursor to successful social business initiatives. Based on three tenants Transparency Trust Technology

16. Transparency Requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing.

17. Trust Requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust.

18. Technology Requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.”

22. Strategy

23. Development

24. Monitoring

25. Participation

26. Engagement

27. Governance

30. Intelink

34. Your EmergenceExamples What can you share?

35. Strategy Once the organization begins to develop experience with social technologies and has identified potential business value from their use, it is important to create a framework that identifies how it expects to use these technologies, and the goals and objectives for their use.

36. Strategy Formalization of approach Social business assessment Planning and project management Social business team

38. The White House

39. Department of Defense

40. 311

41. Discovery Communications

47. Your Strategy Examples What can you share?

48. Development With the strategy in place, the organization can make informed decisions about what tools to implement, how to implement them, where to implement them, and how they will potentially scale more broadly within the organization.

53. Your DevelopmentExamples What can you share?

54. Monitoring Initially the organization should spend time monitoring and listening to the conversations taking place in and around a particular tool to get a sense of the nature of the tool, the content of the conversations, the target audiences, and who the leading participants are. This is perhaps more visible in externally focused processes but is important for internal ones as well.

55. Monitoring

56. Your MonitoringExamples What can you share?

57. Participation Once the organization has done some listening it will be able to participate more meaningfully and should begin doing so according to what it has learned about the target market and the nature of the conversations on the various tools.

58. Participation Seed content into tools Use the tools! Be patient

62. Your Participation Examples What can you share?

63. Engagement The goal is for participation to move to engagement – from speaking at or to customers to engaging with them. This means creating processes to respond to issues, both internally and externally, and ensuring that communications are clear, accurate, and authentic.

64. Engagement Move from listening and broadcasting to engagement

66. CNN iReport

70. Your Engagement Examples What can you share?

71. Governance This step describes the process for developing an effective governance framework for social business processes. Some of the steps are specific to certain tools or capabilities, while others are more broadly applicable, such as an acceptable usage policy.

73. Training

74. Policies & procedures

76. Communication

77. Improvements

79. Ombudsman

82. Your GovernanceExamples What can you share?

83. Optimization Once social business processes are in place, they should be actively managed and reviewed to ensure that the organization is realizing the expected benefits. This includes but is not limited to monitoring the tools in real time, identifying and measuring specific metrics, and training users on new or evolving tools and processes.

84. Optimization Encourage uptake of the tools Monitor efficacy of tools Measure and analyze tools and processes Continue to educate users and stakeholders Identify changes to tools and new tools to consider

88. Your OptimizationExamples What can you share?

90. Create Social Media Policy

91. Create organization specific roadmap

93. Get the Roadmap Available under Creative Commons – you can add to and expand www.aiim.org/roadmap Contribute to the wiki