Social Media Lifecycle Management

Social Media Opportunities and
Risks – A Lifecycle Approach for
the Enterprise

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2 © 2011 Protiviti Inc.
CONFIDENTIAL: This document is for your company's internal use only and may not be copied nor distributed to another third party.

Discussion Topics

The Social Media Landscape

The Social Media Lifecycle

Risk Management

Questions and Answers


Discussion Topics



Risk Management



Top External (or Customer-Facing) Social Strategy Objectives
2011

Social website integration is the top
external priority in 2011 for 47% of
corporate Social Strategists

Base: 140 Global Corporate Social Strategists
Source: corporateventuringconference.com

Adoption and Spending Forecast Reveals Key Trends for 2011

Three major social business spending areas
Internal Soft Costs: This includes Staff to Manage the program, Education and Training, and Research and
Development

Customer-Facing Initiatives: This includes Ad/Marketing Spend on social networks, Traditional Agencies
(deploying social media), Boutique Agencies (specializing in social media), and Influencer/Blogger Programs

Technology Investments: This includes Brand Monitoring, Community Platform, Custom Technology
Development, Social CRM (SCRM), and Social Media Management Systems (SMMS)

Key Trends
• In 2011, corporations will increase spending on staff to manage social business though team sizes will remain
small
• 78% of social strategists will invest in training and education this year, yet it will be underfunded
• Corporations will invest heavily in ad and marketing on social networks, though fail to truly engage or leverage
the social graph
• More corporations will adopt brand monitoring, increasing their investment by 56% over last year, but return
on investment (ROI) problem will persist
• Advanced corporations will invest in custom technology development, including integration of social networks
on the corporate website
• To scale, more mature programs will invest in nascent systems, such as social media management systems
(SMMS) and social CRM (SCRM)
Source: corporateventuringconference.com

Social Media Technologies by Function

Archiving & Content
Monitoring & Analytics
Compliance Management

• Tools to facilitate capturing and • Tools to facilitate centralized and • Listen, monitor, and engage in • Perform analysis on
storing social communications for robust user interaction on social conversations in the social space monitored social
regulatory compliance networks conversations
• Identify PR issues/negative events
• Tools to control and prevent • Implements workflow to allow • Capture and measure brand
• Platform to respond and engage in
violations review and moderation of content sentiment
customer relationship management
• Integration with existing archive • Central library for pre-reviewed and (CRM) • Calculate ROI and track
platforms approved content. metrics
• Identify social trends and
activities

Example Vendors Example Vendors Example Vendors


Security Concerns
Social Network Users More Vulnerable To Security Risks

– 21% accept contact offerings from members they don't
recognize

– More than half let acquaintances or roommates access
social networks on their machines

– 64% click on links offered by community members or
contacts

– 26% share files within social networks

– 20% have experienced identity theft

– 47% have been victims of malware infections

– Facebook has been hit with malicious applications and new
version of the Koobface virus, which allows hackers to steal
information from personal profiles

http://www.webpronews.com


Social Media Hacking Example


Another Risk – Social Widgets


Discussion Topics



Risk Management




STRATEGY
Establish linkage to
corporate objectives

MEASURING THE
CREATING THE PLAN
RESULTS
Putting the plan into the
Collect data and validate Business corporate development
against goals and adjust
approach as needed Strategies process

DEVELOPMENT AND
IMPLEMENTATION
CHANGE
AND MONITORING
MANAGEMENT
Obtain final sign-offs and
Developing the product
monitor the activity in a
and testing in a non-
production mode
production mode


Strategy Activities

• Specifically scope the intended use and expected outcomes

• Assess the competitive landscape to determine if social media
intentions are groundbreaking or already in existence from others STRATEGY

• Align the goals for social media usage with company business
objectives

• Determine potential social media functional options and align with MEASURING THE
RESULTS
CREATING THE PLAN
Collect data and validate Business
existing marketing/communications processes against goals and adjust
Strategies
corporate development
process
approach as needed

• Develop an inventory of risks that will be assessed and managed

• Develop methods and metrics for measuring intended results IMPLEMENTATION
DEVELOPMENT AND
CHANGE
AND MONITORING
MANAGEMENT
•
Identify high-level schedule and intended delivery of capabilities monitor the activity in a
production mode
production mode

• Determine appropriate gates for “go/no-go” decisions on rolling
out the capabilities


Creating the Plan Activities

• Identify executive sponsorship for the work

• Identify the stakeholders for implementing the social media
capabilities and assign appropriate ownership STRATEGY

• Begin training of stakeholders

• Define functional requirements and prioritize them
MEASURING THE
CREATING THE PLAN
RESULTS
• Determine impact on existing technical standards/patterns and Collect data and validate
Business Putting the plan into the
Strategies process
potential implications of new capabilities approach as needed

• Select products/tools and implementation scheme (SaaS, self-
managed) IMPLEMENTATION
DEVELOPMENT AND
CHANGE
AND MONITORING
MANAGEMENT
• Review the skills needed to deliver the social media capabilities monitor the activity in a
production mode
production mode
and identify gaps that may need to be addressed between those
that currently exist in the company

• Develop a detailed project plan to include timeline requirements,
resource needs, and dependencies on other initiatives

• Review company social media policies and revise as necessary


Development and Change Management Activities

• Identify potential pilot and proof-of-concept needs
• Define the development environment design, and implement
necessary technical capabilities and tools support STRATEGY
• Review infrastructure management procedures and confirm corporate objectives

adherence to them
• Validate appropriate solution design and signoff procedures.
MEASURING THE
• Confirm testing requirements and overall design RESULTS
CREATING THE PLAN
• Confirm implementation requirements and coordination approach as needed Strategies process

• Define training requirements for pilot participants
• Design training curriculum and timing DEVELOPMENT AND
IMPLEMENTATION
CHANGE
AND MONITORING
• Develop communication plan for impacted internal and external Obtain final sign-offs and
MANAGEMENT
personnel production mode
production mode

• Define necessary monitoring capabilities and procure necessary
tools


Implementation and Monitoring Activities

• Review final “go/no-go” requirements and determine appropriate STRATEGY
actions corporate objectives

• Conduct training with applicable personnel

• Create implementation checklist MEASURING THE
RESULTS
CREATING THE PLAN
Strategies process
• Distribute final communications to necessary internal and external approach as needed

personnel

• Implement monitoring capabilities IMPLEMENTATION
DEVELOPMENT AND
CHANGE
AND MONITORING
MANAGEMENT
•
Monitor production activities and create accountability for issues monitor the activity in a
production mode
production mode


Measuring the Results Activities

STRATEGY
• Collect key measurements and analyze results Establish linkage to

• Create reports to track results and comparison to intended metrics

• Identify gaps and determine ongoing expectations for results MEASURING THE
CREATING THE PLAN
RESULTS
Collect data and validate Business
• Determine next-phase (from pilot exit to full implementation) against goals and adjust
approach as needed Strategies
process

capabilities and ongoing enhancements to the social media
capabilities

• Execute communications plan to socialize pilot results and define IMPLEMENTATION
AND MONITORING
DEVELOPMENT AND
CHANGE
MANAGEMENT
next steps Obtain final sign-offs and
production mode
production mode


Guiding Principles

• Ensure that the social media capabilities have appropriate oversight and ownership
• Coordinate/integrate social media efforts with other marketing activities
Governance
• Monitor market developments with emerging social media offerings
• Establish appropriate review and quality assurance steps

• Review current skill sets within the organization and validate what may be needed to
deliver social media efforts. Introductory and “expert usage” training is essential.
Capabilities
• Make sure that the IT organization is appropriately involved for evaluation and
consideration of social media designs

• Establish an environment where capabilities can be developed with appropriate
oversight and security. Reinforce with clear policies and procedures.
• Design appropriate monitoring oversight for development and production environments
Integrity
• Review interaction of social media capabilities with existing systems and business
processes
• Validate risks and ongoing monitoring steps

• Validate security design
• Ensure appropriate access to development and production environments
Security
• Review and implement automated tools to support security monitoring
• Integrate with your existing security and privacy practices

Discussion Topics



Risk Management



Regulatory/Legal Environment

• Three Italian Google executives are convicted of privacy violations
• The EU Article 29 Working party provided Opinion 5/2009 on social
networking
• Increasing pressure is applied to Facebook to give its users more control
over their personal information
• The U.S. Federal Trade Commission (FTC) has created guidelines on
Internet privacy to protect consumers
• Senator McCain and Senator Kerry introduced a privacy bill that would
require companies to clearly inform customers when their data is being
collected and indicate how the information will be protected
• Canada has the Personal Information Protection and Electronic
Documents Act (PIPEDA). Office of the Privacy Commissioner has been
investigating Facebook.
• The U.S. HITECH act requires immediate disclosure to individuals and to
media outlets when 500 or more individual records have been
compromised.


Regulatory/Legal Environment (cont.)

• Google Inc. has agreed to settle Federal Trade Commission charges that it used deceptive tactics and violated its
own privacy promises to consumers when it launched its social network, Google Buzz, in 2010. The agency
alleges the practices violate the FTC Act. The proposed settlement bars the company from future privacy
misrepresentations, requires it to implement a comprehensive privacy program, and calls for regular,
independent privacy audits for the next 20 years. This is the first time an FTC settlement order has required a
company to implement a comprehensive privacy program to protect the privacy of consumers’ information.

• California has tried to pass a bill that would force Facebook and other social networking sites to allow parents to
police their children’s pages or face fines up to $10,000. The bill, known as the Social Networking Privacy Act,
would require sites to carefully monitor information on those pages of users younger than 18. It would also allow
the parents to demand the site take down whatever they deem unsuitable for their child.

• Maryland's proposed User Name and Password Privacy Protection Bill is intended to protect the personal privacy
of job applicants and employees in the State of Maryland. The bill was drafted because a Maryland Corrections
Officer was asked to turn over his Facebook user name and password during an interview.

• U.S. Representatives Ed Markey and Joe Barton introduced a bill that would make it very difficult for anyone to
go online and track young American children. The new bill would also prevent marketers from gathering
information concerning teenagers’ personal information and location.


Results from UK Survey

Although policies may exist . . .

61% 24% employees don’t know policy exists
16% receive guidance on what to say
8% receive guidance on what to upload
39% Have
Policy
No
Policy Social media policy

Did you know ?
51% of workers surveyed claim to engage in social media during work

14% of workers know of somebody disciplined for inappropriate social media activity

Workers aged 18-24 are most regular users – 1 in 5 engage several times an hour

35% UK employees say social media activity is not allowed in workplace

Source: Protiviti web article click here


Results from other recent studies

• Improve customer relations and
81% build brands

69% • Value in recruitment

64% • Value in customer service

46% • Improves employee morale

• Enterprises will have a
Gartner predictions 40% corporate face book

for 2015
• Discretionary consumer
80% spending influenced

Sources:
• Russell Herder and Ethos Business Law
Study http://www.marketingcharts.com,
• Gartner


What’s the Risk?

Statements or other shared media could violate regulatory
Regulatory Risk and compliance requirements. (“Famous person A just visited
our healthcare facility and was treated for…”)

Information that is strategic to a company could be
IP Loss inappropriately released. (“Company A whom I work for is
working on this cool new project to…”)

Data that potentially violates regulatory/compliance
Sensitive Data
requirements could be communicated. (“Celebrity A just came
Loss
to the hospital to have this treatment done…”)

Slanderous remarks and comments from a disgruntled
Reputation Risk employee could created damaging perceptions. (“If you work
for Company B, you will be mistreated and not respected...”)


What’s the Risk? (cont.)

Remarks about company performance could impact stock
Financial Risk price and performance. (“The strategic plan for Company C is
not going to work and results are not going to be good…”)

Release of information about what someone is doing or where
Safety Risk someone is traveling. (“Our executive team is meeting at
Location Z…”)

Remarks made by an individual or friends of an individual
Personal
could be viewed by others (“I can’t believe what happened the
Reputation Loss
other night when I was out for dinner…”)

Appropriate involvement of stakeholders and executive
Lack of
oversight do not correlate social media activities to company
Governance
objectives and culture.


What’s the Risk? (cont.)

Metrics used to measure results of social media efforts may
Metrics Integrity
be invalid or inappropriately measured leading to poor
Risk
decisions and investments.

What is said on social media sites can, and will, be used
Litigation Risk
against individuals and companies in a court of law.

The rich content and enormous traffic loads of social media
Infrastructure
communication will consume network (bandwidth) and storage
Stability Risk
resources. Knowing what to plan for is difficult.

Access to social media sites opens the door to unauthorized
Information
disclosure of information as well as in-bound malware and
Security Risk
phishing attacks.


Social Media Policies – An Opportunity

• Don’t Start From Scratch
– Leverage your existing policies (acceptable use, communications, HR, etc.) and use the topic to
reinforce what you have in place
– Many companies are sharing their work

• Use new technologies to raise awareness of security, privacy and your organization’s focus
on risk management
– Reinforce enterprise commitment and why it exists
– Make sure employees understand how the technologies will be used (Acceptable Use)

• Communicate the business need and the risks
– Socialize your decision and the criteria
– Use the opportunity to educate your employees on personal use
– Create process to gather feedback and incorporate changes into future versions of the policies


Where Organizations Typically Seek Assistance

• Refining the scope of the effort
– Help with defining what the intended benefits will be and linkage to other strategic initiatives

• Building meaningful and measurable metrics of merit
– Identify data sources for gathering metrics
– Develop scorecards showing trends and support for intended benefits

• Product selection and implementation
• Organizing a pilot and plan to scale
– Develop an appropriate timeline
– Identify appropriate stakeholders
– Provide perspective on available vendor tools and capabilities

• Identify and implement risk management capabilities
– Inventory risks based on the initiative

• Information security policy refinement


Discussion Topics



Risk Management



Contacts

Tom Andreesen Cal Slemp
Managing Director Managing Director
t: +1 913.685.6241 t: +1 203.905.2926
m: +1 913.707.8814 m: +1 203.247.2458
thomas.andreesen@protiviti.com cal.slemp@protiviti.com

Ryan Rubin John Hollyoak
Director Senior Manager
t: +44 207.389.0436 t: +1 312.364.4907
m: +44 7867.5066.90 m: +1 312.952.0003
ryan.rubin@protiviti.co.uk john.hollyoak@protiviti.com


Join Protiviti at Gartner Symposium ITxpo 2011

• Orlando, Florida, USA October 16 – 20, 2011
• Join 7,500 senior IT executives – including 2,000 CIOs
• Continue the discussion on social media and a host of other topics – meet with Protiviti
and Gartner experts
• Need more info? Visit http://www.gartner.com/technology/symposium/orlando/index.jsp


Appendix – Live Poll Results


Social Media Lifecycle Management

Social Media Lifecycle Management

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