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Social Media Governance
- 1. Empowerment With
Accountability
Social Media Governance in the
Enterprise
By Chris Boudreaux
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
- 2. Social
media
offer
the
poten1al
to
add
value
at
every
stage
of
the
customer
experience.
Benefits
of
Social
Media
in
the
Enterprise
Fulfillment
and
Product
Development
Marke?ng
and
Sales
Support
• Crowd
sourcing
of
new
ideas
• Improved
targe?ng
• New
opportuni?es
for
self‐
from
exis?ng
and
poten?al
capabili?es
serve
and
lower
cost‐to‐
customers
serve
channels
• New
channels
for
marke?ng
• Efficient
access
to
qualified
and
distribu?on
• Greater
depth
and
breadth
test
subjects
of
customer
interac?ons
• Viral
mechanisms
that
• Increased
ability
to
leverage
increase
acquisi?on
• Greater
opportunity
for
exper?se
and
source
ideas
efficiency
and
penetra?on
personaliza?on
across
the
organiza?on
rates
• Fewer
and
more
efficient
• New
revenue
models
and
handoffs
payment
mechanisms
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
2
- 3. Organiza1ons
using
social
media
quickly
encounter
lots
of
important
ques1ons,
whose
owners
lie
throughout
the
organiza1onal
func1ons.
Organiza1onal
Ques1ons
Triggered
by
Social
Media
Create
and
Deliver
the
Customer
Experience
Fulfillment
and
Product
Development
Marke?ng
and
Sales
Support
Enable
the
Enterprise
Finance
and
Customer
IT
HR
Legal
and
Partners
and
Accoun?ng
Insight
Regulatory
Vendors
• Do
I
get
value
• How
can
we
• How
do
we
• How
can
we
• How
do
we
from
social
leverage
data
to
ensure
ensure
balance
media?
create
value?
informa?on
consistent
empowerment
• What
is
the
• How
should
we
security?
customer
with
risk?
business
case?
partner
with
• How
do
we
help
experiences?
• Which
• How
will
we
firms
like
the
business
• How
do
we
regula?ons
are
measure
Facebook
and
choose
among
scale
social
relevant,
and
performance?
TwiZer?
emerging
tools?
media?
how
will
we
• How
can
we
• How
do
we
• How
will
we
comply?
• How
will
we
ensure
an
iden?fy
and
train
our
people
manage
the
• What
policies
integrated
view
promulgate
best
to
effec?vely
brand
in
all
of
make
sense,
of
the
prac?ces?
use
social
this?
and
how
do
we
customer?
media?
manage
them?
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
3
- 4. These
cross‐func1onal
ques1ons
can
be
especially
challenging
because
social
media
are
rela1vely
immature
and
change
constantly.
Challenges
in
the
Current
State
of
Social
Media
Risk
• Brand
and
regulatory
risk
• Ownership
of
data
created
within
social
media
is
o_en
unclear
• Your
commitment
to
privacy
may
be
different
than
your
social
media
partners
• Absence
of
service
level
agreements
from
social
media
partners
• If
you
don’t
start
learning
now,
you
may
fall
behind!!
Ease
of
Entry
• Social
media
tools
are
usually
free
or
very
cheap
to
use
• Technical
requirements
are
usually
very
low
to
begin,
as
most
u?li?es
and
tools
are
delivered
via
web
browser
• Your
employees
are
probably
already
interac?ng
with
your
customers
within
social
media
Unclear
• Lots
of
people
have
relevant
exper?se
(PR,
SEO,
Marke?ng,
IT,
etc.)
Ownership
• Social
Media
is
new,
cool
and
geeng
investment
dollars
Implied
• Once
customers
become
accustomed
to
interac?ng
with
you
via
social
media,
stopping
risks
Commitment
damage
to
your
customer
rela?onships
Con1nual
• Your
team
must
con?nually
update
their
knowledge
of
available
tools
and
evolving
features
Evolu1on
• The
fact
that
informa?on
is
so
readily
available
means
that
informa?on
assets
decay
nearly
as
rapidly
as
they
accumulate.
Distributed
• More
employees
will
interact
with
customers
–
probably
more
frequently
Par1cipa1on
• The
goal
is
to
achieve
consistent
behavior,
linked
back
to
the
business
vision,
while
empowering
crea?vity.
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
4
- 5. Social
Media
Governance
can
help
organiza1ons
coordinate
cross‐func1onal
efforts
and
maximize
business
value
from
social
media.
Components
of
Social
Media
Governance
Principles
and
Process
Model
Governance
Responsibility
Metrics
Enablers
Structure
Matrix
Defines
and
Processes
that
Key
leaders
and
Roles
and
Business
describes
inter‐ enable
effec?ve
par?cipants,
and
responsibili?es
of
performance
opera?on
of
decisions
and
their
primary
primary
and
metrics
that
inform
processes,
structure
con?nual
responsibili?es
with
suppor?ng
decisions
and
metrics
to
improvement
respect
to
social
par?cipants
across
achieve
business
throughout
design,
media
organiza?onal
goals
through
social
development
and
func?ons
media
opera?on
of
social
media
solu?ons
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
5
- 6. Each
component
of
Social
Media
Governance
supports
internal
champions
of
social
media
by
helping
to
answer
the
ques1ons
triggered
by
social
media.
Example
Ques1ons
Triggered
by
Social
Media
Key
Issues
for
Social
Media
Relevant
Governance
Champions
Components
• Do
I
get
value
from
Social
Media?
How
is
social
media
aligned
• Governance
Principles
and
• Is
Social
Media
really
helping
my
business?
to
the
business?
Enablers
• How
will
we
ensure
an
integrated
view
of
the
• Process
Model
customer?
• How
can
I
get
this
key
ini?a?ve
priori?sed?
How
should
social
media
• Process
Model
• How
can
I
ensure
appropriate
control
over
social
media
decisions
be
made?
• Governance
Structure
spend
and
risk?
• Responsibility
Matrix
• Are
we
inves?ng
our
?me
and
money
appropriately?
• What
should
be
the
social
media
spend
this
year?
How
do
we
manage
social
• Process
Model
• Who
owns
social
media?
media
investments?
• Governance
Structure
• Responsibility
Matrix
• How
do
I
get
funding
for
this
new
project?
What
controls
do
we
need
in
• Process
Model
• Who
needs
to
approve
this
project?
place?
• Responsibility
Matrix
• Who
is
accountable
for
social
media
results?
• What
happens
when
my
experiment
budget
runs
out?
• What
regula?ons
are
relevant
and
how
do
we
comply?
• Where
do
I
want
social
media
champions
to
focus?
How
do
we
measure
and
• Performance
Metrics
• What
service
levels
should
I
expect
from
social
media
reward?
partners?
• What
areas
of
social
media
governance
should
I
approve?
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
6
- 7. For
example,
well‐defined
and
implemented
Social
Media
Governance
processes
can
help
to
support
social
media
objec1ves
throughout
the
organiza1on.
Social
Media
Governance
Processes
Achieve
Business
Objec1ves
Iden?fy,
Priori?ze
and
Plan
Manage
Social
Media
Social
Media
Investments
Efforts
and
Track
Benefits
Empower
and
Support
the
Business
Establish
and
Develop
Shared
Manage
Social
Measure
and
Manage
Standards
Service
Budgets
Media
Partners
Improve
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
7
- 8. Organiza1ons
can
begin
by
determining
their
current
and
desired
level
of
social
media
governance
capabili1es.
Social
Media
Governance
Maturity
Leading
• Proac?ve
cross‐func?onal
engagement
Sustained,
Higher
Value
• Established
cross‐func?onal
decision
making
bodies
• Alignment
of
social
media
Maturing
investments
and
business
priori?es
• Marke?ng
and
IT
educate
business
leaders
about
uses
and
benefits
of
• Business
value
(business
cases)
as
Business
Value
social
media
primary
driver
Created
• Ini?al
forma?on
of
cross‐ • Business
leaders
leverage
social
func?onal
decision
processes
media
to
support
and
enhance
their
business
strategies
• Defined
organiza?onal
roles
and
Experimen1ng
responsibili?es
by
func?on
or
• Joint
cross‐func?onal
priori?za?on
• Informal
opera?ng
processes
and
major
group
• Social
media
governed
by
explicit
model
• Established
social
media
decision
performance
criteria
• Ad
hoc
decision
making
processes
making
and
escala?on
paths
• Rewards
?ed
to
value,
key
• Focus
on
delivering
short
term
• Internal
Service
Level
Agreements
measures
consistently
applied
resource
needs
• Ac?vity‐based
measurements
and
• Service
Level
Agreements
with
key
Inconsistent,
Lower
Value
• Limited
performance
tracking
limited
repor?ng
capability
social
media
u?li?es
Basic
Leading
Social
Media
Governance
Capabili1es
©
Copyright
2009
by
Chris
Boudreaux.
Used
with
permission.
May
2009
8