SLIDES – My Social Media Governance Discussion With Forrester’s Interactive Marketing Council

My presentation to Forrester’s Interactive Marketing Council in October 2009:

If you are viewing this in an RSS Reader, your reader may strip out the embedded slideshow, so I am providing and outline of the slide content below:

Empowerment With Accountability: Social Media Governance in the Enterprise

Presentation to the Forrester Interactive Marketing Council

Chris Boudreaux

October 8, 2009

  1. Agenda
    • Factors Creating the Need for Social Media Governance
    • Framework and Tools
    • Getting Started
    • Book and Web Site
  2. Companies are using social media to add value at every stage of the customer experience. Example Benefits of Social Media in the Enterprise, by Business Capability include:
    • Product Development
      • Crowd sourcing of new ideas from existing and potential customers
      • Efficient access to qualified test subjects
      • Increased ability to leverage expertise and source ideas across the organization
    • Marketing and Sales
      • Improved targeting capabilities
      • New channels for marketing and distribution
      • Viral mechanisms that increase acquisition efficiency and penetration rates
      • New revenue models and payment mechanisms
    • Fulfillment and Support
    • New opportunities for self-serve and lower cost-to-serve channels
    • Greater depth and breadth of customer interactions
    • Greater opportunity for personalization
    • Fewer and more efficient handoffs
  3. Social media management grows more complex as businesses pursue objectives beyond advertising and PR. Operational Complexity versus Evolution of Enterprise Social Media Capabilities:
    • Advertising and Public Relations
    • Sales Support
    • Product Development
    • Customer Support and eCommerce
    • Core Product Features
  4. Social media grows more complex in four areas: coordination, accountability, data management and operational scalability.
  5. While most leaders consider accountability important, few feel that they are effectively managing it.
    • 58% of executives agree that the reputation risk of social networking should be a boardroom issue (Source: 2009 Ethics and Workplace Survey, Deloitte)
    • 15% of those executive discuss social media at the Board level (Source: 2009 Ethics and Workplace Survey, Deloitte)
    • 16% of enterprises worldwide measure ROI of their social media programs (Includes blogs, chat, discussion boards, microblogs, podcasts, ratings, social networks, video-sharing, wikis, etc. Source: Mzinga and Babson Executive Education, “Social Software in Business”, September 8, 2009.)
    • 40% did not know whether they could track ROI2 in their social media tools
  6. Governance balances empowerment with accountability, and extends far beyond policies for your employees.
    • Principles and Enablers: Defines and describes inter-operation of processes, structure and metrics to achieve business goals through social media
    • Process Model: Processes that enable effective decisions and continual improvement throughout design, development and operation of social media solutions
    • Governance Structure: Key leaders and participants, and their primary responsibilities with respect to social media
    • Responsibility Matrix: Roles and responsibilities of primary and supporting participants across organizational functions
    • Metrics: Business performance metrics that inform decisions
    • Policies: Guidance to employees regarding how they should or should not utilize social media
  7. Each component of Social Media Governance supports internal champions by helping to answer important questions.
    • Do I get value from Social Media?
      Is Social Media really helping my business?
      How will we ensure an integrated view of the customer?
    • How can I get this key initiative prioritised?
      How can I ensure appropriate control over social media spend and risk?
      Are we investing our time and money appropriately?
    • What should be the social media spend this year?
      Who owns social media?
    • How do I get funding for this new project?
      Who needs to approve this project?
      Who is accountable for social media results?
      What happens when my experiment budget runs out?
      What regulations are relevant and how do we comply?
    • Where do I want social media champions to focus?
      What service levels should I expect from social media partners?
      What areas of social media governance should I approve?
  8. Well-executed Social Media Governance processes support social media objectives throughout the organization. Social Media Governance
    Process Model Summary:

    • Achieve Business Objectives
      • Identify, Prioritize and Plan Social Media Investments
      • Manage Social Media Efforts and Track Benefits
    • Empower and Support the Business
      • Establish and Manage Standards
      • Develop Shared Service Budgets
      • Manage Social Media Partners
      • Measure and Improve
  9. Each organization needs to determine the best way to integrate Social Media Governance with existing Governance processes.
    • Social Media Governance
    • Corporate Governance
    • IT Governance
  10. The evolution of IT Governance can help to inform the likely evolution of Social Media Governance.
  11. In many companies, Marketing and Legal teams share opportunities for improving their success together.
    • Marketing
      • Ounce of prevention versus pound of cure
      • Terms and conditions
      • Trademark and copyright consents
      • Cease and desist plan
    • Legal
      • Documents will be public
      • Special issues in interactive Marketing
  12. Organizations can begin by determining their current and desired level of social media governance capabilities.
    • Experimenting
      • Informal operating processes and model
      • Ad hoc decision making processes
      • Focus on delivering short term resource needs
      • Limited performance tracking
    • Maturing
      • Marketing, PR and IT educate business leaders about uses and benefits of social media
      • Initial formation of cross-functional decision processes
      • Defined organizational roles and responsibilities by function or major group
      • Established social media decision making and escalation paths
      • Activity-based measurements and limited reporting capability
      • Internal Service Level Agreements
    • Leading
      • Alignment of social media investments and business priorities
      • Business value (business cases) as primary driver
      • Social media governed by explicit performance criteria
      • Proactive cross-functional engagement
      • Rewards tied to value, key measures consistently applied
      • Established cross-functional decision making bodies
      • Joint cross-functional prioritization
      • Business leaders leverage social media to support and enhance their business strategies
      • Service Level Agreements with social media utilities

One Response to SLIDES – My Social Media Governance Discussion With Forrester’s Interactive Marketing Council

  1. JennyBradbury March 25, 2010 at 3:56 am #

    Does anyone have a socia media service level agreement that they're willing to share? I'm volunteering my time to a small non-profit to manage their social media and am trying to organize my efforts for them. Thank you!