Social media business club meeting brand advocacy march 2014

Internal Social Media Used Strategically
The starting point for any corporate or programme
organisation is to ask the questions.
How does social media investment relate to business
value?
What kind of strategic thinking will corporate and
programme leaders need to engage in?
How will business and programme leaders harness
social media to help with the evolution of the
company or programme?

The starting point for any corporate or programme
organisation is to ask the questions.
What impact does social media strategy have on
organisational culture?
What are the costs?
What will the ROI be?
How will I measure the ROI?

- £
£
££££££ Open
Business
Culture
Silos
Closed
BusinessValueorrealisationofthebenefits
Time & Resources Time & ResourcesEarly Adopters Budget, Time & Resources
Socially Tactical
Socially
Integrated
Socialised
culture
Leadership
Phases
Listen Analyse
Strategy &
Plan
Engage Implement Manage Champion Integrate Socialise
Strategic
Components
-Social SWOT
-Internal / External
segmentation
- Social Network Analysis &
Research
-Listening protocol and
Listening Governance
- Stakeholder analysis and
mapping
-Energy analysis & mapping
- Education & Training
-Setting SMART objectives
-Budget
-interlocking strategies and
plans
- Pilot Programme & projects
-Channel management
-ROI Blueprint metrics
-Teams and workflows
-Analysis & reporting
-Feedback loops
-Programme Governance
-Culture management
-Shared objectives
-Employee involvement
-integration across the
organisation
-Social business
management structure
-Extended community
-Measure the benefits

The premise is that there is a connection
between the energised organisation, which
leads to an energised brand, which in turn
leads to more profit.

For years, we have ignored the role which
emotions play in shaping corporate behaviour
and the effect of this behaviour on brands.
We talk about emotional intelligence, but
surely we should be considering how we
should use our emotions intelligently to
build into the emotional edge of the brand
personality?

Social media is a strategic tool that will
enable us to harness the internal organisational
energy and build brand relationships in
the marketplace.

Social media chaos.
These “invisible” social networks do not
appear on any formal organisational chart. They
will not be shown in the programme organisational
structure.
These social networks exist with or without
your adoption of social media in a formal
sense, they are already there.

Social media chaos.
They are important for energising your
organisation and brand and should be
brought into the scope of any organisational
culture, programme or corporate, so they can
be engaged to help us realise the benefits
such as employee brand advocacy.

At any given point in time an organisation
can be characterised by its energy zones and
energy state.

The energy that links organisations and all
their stakeholders manifests itself in the way
stakeholders think, their emotions towards
the organisation, the way they feel and behave
towards the organisation, its goals, products
and services.

This means that we can’t just rely on the
communications strategy and plan, which we
would traditionally craft to manage and create
brands in the consumers’ minds.
We need to address all the organisational
stakeholders. We have to energise the
employees. They have to believe in the brand
and live its values

The social networks that can be created in a
socialised organisation will reach out into the
markets and broader publics.
They will act as the arteries that deliver the
life blood for creating and enhancing the
organisational energy.

With highly oxygenated blood the corporate
and organisational muscles will start to grow
resulting in a stronger organisation and brand.

This is a leadership issue…The best leaders
first understand the flow of organisational
energy.
They understand the interconnection between
emotional energy, and organisational
energy.

They can then mobilise the organisational
energy, and then focus it.
Social media is social by definition and as
such can be used to channel emotional
energies.

Organisations differ in both the intensity and
quality of energy.
Intensity refers to the strength of organisational
energy as seen in the level of activity, the
amount of interaction, the extent of
alertness.

The quality an organisation can be seen as the
positive or negative context of the emotional
excitement in the energy.
Symptoms of lower or negative energy may
be apathy and tiredness, inflexibility,
damaging politics and cynicism.

Qualitatively, positive emotional energy can be
characterised as enthusiasm, joy and satisfaction.
Whereas negative emotional energy is
characterised by fear, frustration or
sorrow.
Part of the social media analysis will be
to map the organisation into different
energy zones.

Social Media Strategy Relates to Investment, Value
and Culture.
• Listen
• Analyse
• Strategy and plan
• Engage
• Implement
• Manage
• Champion
• Integrate
• Socialise

-Social SWOT
-Internal / External
segmentation
- Social Network Analysis &
Research
-Listening protocol and
Listening Governance
- Stakeholder analysis and
mapping
-Energy analysis & mapping
- Education & Training
-Setting SMART objectives
-Budget
-interlocking strategies and
plans
- Pilot Programme & projects
-Channel management
-ROI Blueprint metrics
-Teams and workflows
-Analysis & reporting
-Feedback loops
-Programme Governance
-Culture management
-Shared objectives
-Employee involvement
-integration across the
organisation
-Social business
management structure
-Extended community
-Measure the benefits

What is The Investment?……..
The organisation will develop through socialisation
phases. As it passes through these phases there
is a need for investment in leadership, time and
budgeting.
The management will need to allocate
this investment and incorporate this into the
blueprint design.

Social media can be time-hungry, so at the start
of the socialisation the majority of the costs
will be directly related to time and labour.

In the initial phases there may also be some technology
costs related to the implementation of a social media
strategy. There are free tools but these can be limited.
The major issue is the investment related to the
realisation of the benefits. You need to ensure
these are detailed in the strategies and plans
within the programmes.

As social media scales up other investments that should be
considered are:
Programmes to harness employee participation.
Resources and budget to build dedicated teams.
Budgets for increased education & training across
the organisation, both formal and informal.

As social media scales up other investments that should be
considered are:
Budget allocated to governance.
Capital expenditure associated with enterprise wide
social media tools such as listening and analytics
tools - Radian or Lithium or internal platforms such
as Chatter, Jive, Blogtronix, SocialText, Confluence
or Yammer etc.

What is The Business Value?……..
An increase in sales, cost savings.
Service level improvements resulting in better customer
satisfaction, better stakeholder communication
resulting in reduced risk.
Improved internal communication resulting in
better team working, employee satisfaction
and consumer advocacy, etc.

Organisational Culture.
The organisational culture will need to take on board the
socialisation process.
The benefits will be realised through energising the
organisation and the brand.
You may consider the cultural adoption as a
barometer of the success. The trust will
need to be a measure on the blueprint
design.

Organisational Culture.
As the culture becomes more open and trust and
transparency are developed through the socialisation
process the hierarchical closed corporate culture,
with silos and communication policies that have
a “need to know” mentality, will melt away.

- £
£
££££££ Open
Business
Culture
Silos
Closed
BusinessValueorrealisationofthebenefits
Time & Resources Time & ResourcesEarly Adopters
Socially Tactical
Socially
Integrated
Socialised
culture
Leadership
Phases
Listen Analyse
Strategy &
Plan
Engage Implement Manage Champion Integrate Socialise

Phases of Socialisation - Early Adopters.
Early adopter organisations will be new to social media.
Initially they will be overwhelmed by the scope and
sheer scale of engagement required in such an
initiative.
The person given the task to integrate the social
media will probably be in or affiliated to the
marketing department and probably think
social media is another tactic.

Phases of Socialisation - Socially Tactical
This type of organisation will be technically focused,
understand the tools and you will be able to
implement the technologies.
The epicentre or centre of momentum driving the social media
will be the marketing department and this will
be corporate communications focused.

Phases of Socialisation - Socially Integrated.
The socially integrated organisation will be advanced in
their use of social media tools and technology.
These organisations will see the need for leadership within
this area.

Phases of Socialisation - Socially Integrated.
This may fall to the programme manager and the
business change manager within a programme
organisation or a social media manager or
community manager, etc.
These people may live in marketing but assist other
departments in their efforts in a corporate
organisation.

Phases of Socialisation - Fully Socialised Culture.
The end benefit for a fully socialised organisation is a totally
flat, open structure where any employee can engage and
collaborate with all internal/external audiences.
This is tempered with the need for risk management.
Hence, this may be the ultimate goal for most
organisations going through transformation
change.

To energise the organisation and the brand with social
media at the core of the programme it may be that
organisations will evolve through small programme
teams.
Organisations with a high percentage of generation Y
in their culture, who are already wired for
social media, will engage social media
more readily.

Having a high percentage of generation Y in the culture will
result in the culture naturally finding socially new ways to
communicate internally and externally.

Leadership Phases in Socialising an Organisation.
Leaders need to drive cultural initiatives in order to
support social media adoption and integration within
the programme or corporate organisation.
Some organisations will find this difficult because of their
culture, skill set or industry.
These organisations will only have the capacity
to evolve part-way to a fully socialised organisation.

Management Needs to Change in the Socialised
Organisation.
The mode of coordinating work must shift from
bureaucratic control to dynamic linking of teams.

Question.
Choose a team member’s company as an example.
Explain the stage or phase your company is at
in the socialisation process.
What would you expect to gain from improving
on your position and why?
This presentation can be found at
socialmediastrategy.org.uk/blog

Social media business club meeting brand advocacy march 2014

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