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DIGITAL
COMMUNICATIONS
2015
ORGANISING
FOR THE 21ST CENTURY
ORGANISATION MODELS
CENTRALISED
ORGANISATION MODELS
CENTRALISED
• Message and branding
consistency
• May be required during
crisis situation to ensure
harmonised
communication
• Works well with
smaller organisations
+ • Does not reflect the
diversity of opinions
within HEIs
• Requires staff dedicated
to social media
• Requires processes
& policy enforcement
-
ORGANISATION MODELS
DISTRIBUTED
ORGANISATION MODELS
DISTRIBUTED
• Fits with large
universities
• Favours innovation
• Easy to setup
• Allows for diversity
• More freedom
for departments
+ • Hard to manage
efficiently
• Voice & tone become
heterogeneous
• Silos continue
to be silos
-
ORGANISATION MODELS
COORDINATED
ORGANISATION MODELS
COORDINATED
• Bigger impact outside
of the organisation
• Interaction
between accounts
• Ability to measure impact
• Creates sense of HEI
engaging with community
+ • Requires guidelines and
constant coordination
• Need for training
and coaching
• constant reassessment
of the efficiency
of the approach
-
INDIVIDUAL ACCOUNTS
INDIVIDUAL ACCOUNTS
… OVER INSTITUTIONAL ACCOUNTS
• Individuals set to be brand advocates
are seen as thought leaders and experts
• People trust experts,
trust drives influence
• Closer to the market,
more motivated to perform
• Word of mouth marketing
for the digital age
“Companies with
engaged employees
outperform those
without by up to
202%.”
Dale Carnegie Training
BENEFITS
INSTITUTIONAL
• Increase reach
• Build trust
• Engage employees
• More motivation
PERSONNAL
• Professional image
• Growing networks
• Staying up-to-date
• Recognition
• Professional success
SUCCESS FACTORS
CLEAR GUIDELINES TRUST FREEDOM OPTIONS
Corporate
cultures
rooted in trust
will succeed.
Guidelines
encourage
participation,
they don’t
hinder it.
Let
participants
choose roles
and tasks.
You cannot
force
employees to
participate.
SUCCESS FACTORS
=
Authenticity,
trustworthiness,
and reach
TRUST
FREEDOM
OPTIONS
CLEAR GUIDELINES
+
+
+
SUCCESS FACTORS
AT IBM:
Without coaching
With coaching
9%
75%
NOTES ON TRAINING
Do not create a one-fits-all
training programme for social and digital
Tailor for both the experimental
and the analytical learner before training and coaching
MAJOR STEPS
1
Benchmark
participation
2
Assess
landscape
3
Seek
champions
4
Set
realistic goals
5
Communicate
internally
Provide
training
Support
community
87
6
Measure
impact
WHAT GUIDELINES?
• You are personally
responsible for what you
publish
• Identify yourself clearly by
name, role and company
• Respect copyrights
and confidentiality
EXEMPLES
• Disclaim
if personal opinion
• Don’t misuse the
institution’s logo
• Respect others’
opinion
SCALING TASKS & ROLES
LISTENING
MONITORING
CONTENT CURATION
DISTRIBUTION
RESPONDING
CUSTOMER SERVICE
CONTENT
GENERATION
SOLICITING
PROMOTING
CAMPAIGNS
ANALYTICS / KPI
SCALING TASKS & ROLES
CONTENT CURATION CONTENT GENERATION CAMPAIGNS
CUSTOMER SERVICE MONITORING ANALYTICS / KPI
TASKS
ROLES
CREATION DISTRIBUTION SOLICITING
LISTENING RESPONDING PROMOTING
THANK YOU
@faubet
@grenoble_em
Sources
Social strategy: Thinking beyond today’s posts
Mike Petroff, Digital Content Strategist at Harvard University
10 Steps to Successful Employee Advocacy
Alex Schott, Chris Boudreaux
7 Ingredients for Employee Social Media Advocacy
Jay Baer
Photos
Communication all sorted
Used under CC Licence, attribution 2.0 Generic. By D. Hutchman
Maybe if I stand here, they won't notice me
By The U.S. Army Ms. Eboni Myart/AMVID [Public domain], via Wikimedia Commons

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Organising Digital Communications for the 21st century