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use of social media 9 INTERNAL Confusion of roles & responsibilities INCONSISTENT Social media measurement practices OUTDATED Crisis communications models EXPANDING Social media programs globally NON-EXISTENT Governance models & Policies DISJOINTED Content & Community Practices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.