1.
SOCIAL BUSINESS
FOR COMPLEX
ORGANIZATIONS
David Armano

2.
2
SOCIAL BUSINESS
UPHELD BY
FOUR CORE TRUTHS

3.
SOCIAL BUSINESS RESTS UPON
FOUR TRUTHS
THAT SHAPE TODAY’S BUSINESS
ENVIRONMENT

4.
Communication continues to reach further faster.
4
TRUTH #1

5.
5
TRUTH #2
Everyone has a voice and is influential online.

6.
The increasingly connected world generates an overflow
of information.
6
TRUTH #3

7.
7
TRUTH #4
Core business objectives will always remain constant.

8.
8
THESE FOUR TRUTHS HAVE SHAPED A
NEW BUSINESS REALITY
Based on the four truths, new internal and external requirements exist for all organizations.
TODAY’S NEW ENVIRONMENT
REQUIREMENTS
INTERNAL EXTERNAL
MANAGE MORE
EFFICIENT AND
EFFECTIVE
INFORMATION
MANAGEMENT
PROCESSES
Harness the massive
amount of available
content and data to
rethink and re-equip
business operations.
ENGAGE IN A MULTI-STAKEHOLDER
CONVERSATION
Use new mediums to
communicate with a wider,
multi-faced set of
stakeholders
INNOVATE AT FASTER
SPEEDS
Focus business efforts on
innovation rather than
continued improvement in
order to stay relevant
HUMANIZE YOUR
BRAND
In a world where
marketing is driven by data
and content, brands must
learn to communicate with
emotion
EMPOWER EMPLOYEES Equip employees with the
right data at the right time
in order to increase brand
impact
EMBRACE THE RISE OF
THE INDIVIDUAL
Whether you are a B2B or
B2C company it’s
important to remember
“people buy from people.”
It’s vital to sync the
internal with the external

9.
THIS NEW REALITY GIVES BIRTH TO
INTERNAL BUSINESS CHALLENGES
EMPLOYEES
Inappropriate use of social media
9
INTERNAL
Confusion of roles & responsibilities
INCONSISTENT
Social media measurement practices
OUTDATED
Crisis communications models
EXPANDING
Social media programs globally
NON-EXISTENT
Governance models & Policies
DISJOINTED
Content & Community Practices
TECHNOLOGY
Selection and adoption within the org

10.
10
A MORE CONNTECTED WAY OF DOING BUSINESS
Social business planning is the blueprint for the transformation of an
organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a
more connected way of doing business and shared value for all stakeholders. “
”

11.
THE THREE CHARACTERISTICS THAT
ENCOMPASS A SOCIAL BUSINESS
People, Process and Platforms are the foundation of social business planning and initiatives.
11
PLATFORMS
PROCESS
PEOPLE
Online Monitoring
Analytics Platform
Internal Collaboration
Community Platform Selection
Social CRM
Social Media Policies
Technology Integration
Customer Support & Sales Workflows
Measurement Framework & Rollout
Global & Enterprise Expansion
Behavior Change
Cross Silo Collaboration
Executive Support & Participation
Organizational Models
Employee & Partner Participation
THE PATH TO SOCIAL BUSINESS REQUIRES ADAPTATION IN PEOPLE, PROCESS AND TECHNOLOGY

12.
INTERNAL AND EXTERNAL ALIGNMENT IS
CRTICAL FOR SUCCESS
Collaboration, communication and process development are critical to ensure measureable
outcomes.
12
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND
(External)
SOCIAL
ENTERPRISE(Intern
al)
SOCIAL BUSINESS
Training
Process
Collaboration
Organization Models
Research & Development
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure

13.
A SOCIAL BUSINESS CREATES AN ENTERPRISE
WIDE COLLABORATIVE COMMUNITY
Both internal and external communities must provide shared value across the stakeholder
ecosystem.
INTERNAL EXTERNAL
External External
Healthy and proactive
communities create their
own conversations
resulting in advocacy
Internal External
Internal Internal
Proactive employee
community that
understands how to tap
the collective knowledge
within the organization
resulting in cross team
collaboration and
innovation
Enabled employees communicate
meaningful messages externally with
customers and partners resulting in
trustworthy relationships
13

14.
THE SOCIAL BUSINESS VALUE CREATION FOR A
STAKEHOLDER ECOSYSTEM
Value is created by stakeholder engagement, process improvement, and product innovation.
OPERATIONAL
EXCELLENCE
14
INTERNAL
(employees)
ENGAGEMENT
CUSTOMER/SALES SUPPORT
CUSTOMER SATISFACTION
EXTERNAL
(customers, partners, media)
THE SOCIAL
BUSINESS
REVENUE
ADVOCACY
PRODUCT FEEDBACK
COLLABORATION
KNOWLEDGE SHARING
SOCIAL ENABLEMENT
PLATFORM/PROCESS
INNOVATION
INCREASE IN MORALE
EMPLOYEE ADVOCACY
STAKEHOLDER VALUE
BUSINESS VALUE
SOCIAL BRAND

15.
15
SOCIAL BUSINESS AFFECTS MORE THAN JUST
THE WAY A BRAND COMMUNICATES
Social business spans across the entire organization from HR to Marketing and everything in
between.
COMMUNICATIONS
CUSTOMER SERVICE
SALES
PRODUCT DEVELOPMENT
HUMAN RESOURCES
SUPPLY CHAIN
Deeper levels of engagement with the social customer
through consistent and relevant content; ability to scale
operations globally.
The ability to solve customer problems quickly and efficiently.
Increased collaboration between sales professionals in the
industry; robust social CRM platform and analytics
Product and process innovation using the collective intellect
of the community
Staffing & recruiting, employee engagement and
empowerment
Bring products to market faster through increased
collaboration with partners in the supply chain

16.
16
SOCIAL BUSINESS
INITIATIVES

17.
17
PERFORM MULTI STAKEHOLDER AUDITS
Audits provide valuable insights and help determine stakeholder sentiment and brand share of voice.
Overall Distribution of Conversation
General Sentiment
Internal External
• Conversation and sentiment analysis
• Surveys, polls and stakeholder interviews
• Data mining from internal communities
• Intelligence gathering
Media
35%
Twitter and
Blogs
65%
Positive
57%
Neutral
32%
Neg
11%
• Conversation and sentiment analysis
• Content and communication planning
• Intelligence gathering
• Influencer and advocate identification

18.
18
ESTABLISH A SOCIAL BUSINESS CENTER OF
EXCELLENCE
The Center of Excellence will drive governance, collaboration, training and process across the
organization
EVALUATE
ESTABLISH
OPERATIONALIZE
THE SOCIAL
A CENTRALIZED
THE SOCIAL BUSINESS CENTER OF EXCELLENCE
LANDSCAPE
TEAM
• Conversation and
sentiment analysis
• Surveys, polls and
stakeholder interviews
• Data mining from
internal communities
• Intelligence gathering
• Identify the right teams,
stakeholders and
employees
• Establish roles &
responsibilities
• Achieve buy-in from
senior leadership
• Establish a
measurement framework
LISTEN
• Identify social listening and
social CRM software
•Establish a social media
listening center
• Determine internal &
external topics
PLAN
•Create plan for employee
training
• Process and collaboration
design
•Crisis coms and
customers support
escalation tree
ENGAGE
• Launch programs, events
and campaigns
• Manage internal
collaboration and
communication projects
•Expand teams and
channels globally
* Examples of Organizational Structures
Decentralized Centralized Hub and Spoke Multiple Holistic
*Organization structure models from Altimeter Group

19.
19
ORGANIZE FOR SOCIAL INTEGRATION
Combine specialized roles with cross-discipline teams for both scale and integration
On Staff
Direct Reports Dotted Line
• Legal
• HR
• IT
• R&D
• Sales
• Customer
Care
Corporate Marketing
Social Media
Director
Partners
Community
Manager
Community
Manager
Strategy Implementation
Director of
Community
Engagement
• Staffing and reporting infrastructure
• Role description and integration
• Hiring and re-organization process
• Employee communications
Social Business
“Task Force”

20.
Have you
reviewed the
Social Media
Guidelines?
Yes
Is there a true
need from the
community to
create a
social media
channel?
Yes
Is there a pre-existing
brand
account you can
partner with?
Yes
Do you know
the account
contact?
Yes
Be sure to
connect with
them.
No
Reach out to the
Social Business
Center of
Excellence
No
Looks like you
may need to
create an
account, but
two
considerations.
1. Have you
notified your
manager about
this?
Yes See #2.
No
Be sure to discuss
with your
manager
2. Do you have
resources to
sustain the
account long
term?
Yes
Create an
account and not
social media
team.. Share PW
with manager
No
Discuss needs
with manager
I’m
Not
Sure
Click here to
connect with the
Social Business
COE to discuss.
No
Hold off until
there is
community
demand
No
Review Social
Media
Guidelines
20
DESIGN PROCESSES FOR NEW SOCIAL
ACCOUNTS/PROPERTIES
Guidelines can help brands manage external communications efficiently and effectively.
1. Community Need
2. Existing Accounts and/or Strategies
3. Adequate Resources
4. Manager Approval

21.
21
FORMALIZE GOVERNANCE PROCESS
Governance can help scale social media channels more efficiently and prevent multiple, disjointed
communities.
Agency
Partners
Brand Team
Technology
Partners
PLANNING STRATEGY IMPLEMENTATION
Social Business
Task Force
Social Business
Task Force
Operations
Brands
Partners
Yes
No
Which
Brand?
Brand A
Plot
Program
Results
Reported
Launch
Measure
Global Online
Services
INTEGRATION
• Policy development
and coordination
• Governance architecture
• Internal communications and distribution
process
• Process design
Source: David Armano http://www.flickr.com/photos/7855449@N02/6691020893/in/set-72157606844282993

22.
22
EXPAND SOCIAL MEDIA MANAGEMENT AND
CAMPAIGNS GLOBALLY
Content, process, creative platforms and measurement play a critical role in global expansion.
1 2 3 4
5
Plan Engage
Track &
Evaluate
Identify Analyze
Continuous
Monitoring
1. Identify: Determine the appropriate regions for
expansion and determine if there is an
opportunity to engage effectively
2. Analyze: Conduct a conversation audit and
determine if the business has the appropriate
resources to scale operations (i.e. content,
community manager, creative)
3. Plan: Create a crisis communications and
workflow plan. Determine creative strategy and
make technology decisions. Create content
marketing plan and solidify
moderation/governance policies. Decide on an
internal collaboration framework with other
regions
4. Engage: Launch programs while maintaining
general community engagement on social
media channels
5. Track & Measure: Establish reporting
frequency and determine the best measures of
success

23.
23
ESTABLISH SOCIAL MEDIA LEVELS OF
PARTICIPATION FOR EMPLOYEES
Provide multiple ways for employees to use social media, regardless of proficiency level or experience.
Proficienc
y Level
Activity Engagement Behaviors Tools/Technologies
Advanced
Video
Record, upload video; live streaming, Google
Hangouts
Vimeo, YouTube, Twitvid, Qik,
Livestream, Ustream, Google+
Photos Upload and Tag images from events
Instagram, Picplz, Hipstamatic,
Flickr, Picasa
Blogs Write and publish blog content
Wordpress, Tumblr, Posterous,
internal and external blogs
CONTENT
CREATOR
Proficienc
y Level
Activity Engagement Behaviors Tools/Technologies
Intermediat
e
Micro
Blogging
Share product related news, announcements
within micro blogging, create influencer lists
Twitter, Friendfeed, Quora
General
conversation
Engage in two-way dialogue about industry
issues
Facebook, Orkut, Quora, Google+
Commenting Respond to comments in 3rd party blogs N/A
CONVERSATIONALI
ST
Proficienc
y Level
Activity Engagement Behaviors Tools/Technologies/Networks
Basic
Listen,
practice
Subscribe to Google Alerts, monitor Twitter and
company blog
Google, Twitter, internal networks
Follow
Follow the brand on Facebook, Twitter and
LinkedIn, subscribe to the blog’s community RSS
feeds
Facebook, Twitter, LinkedIn
Optimize
Add “what you do” section to online profiles,
specifically LinkedIn; disclose company affiliation
LinkedIn, Twitter, other
LISTENER

24.
ESTABLISH COMMUNICATIONS AND ESCALATION
PROTOCOL
Establishing a decision tree is imperative in order to communicate quickly and effectively in real time.
24
YES
YES
Re-direct
Proceed
Expertise
with
product?
Is topic
sensitive?
Compliment
!! Complaint !!
?! Other issues !?
LISTEN ASSESS ENGAGE REPEAT
Community
Managers
Community
NO
NO
YES NO
YES
NO
NO
NO
YES
NO
YES
NO
YES
YES YES
NO
(optional, but recommended)
Monitor
Conversations
Assess
Engage
Privately
Re-direct
Engage
Privately
Engage
in public?
Legitimate?
Engage
Privately
Proceed
Is
engagement
positive?
Proceed
Positive
outcome?
Assess Proceed
Converse
further?
Proceed Re-direct
Assess
Can CM
help?
Engage
Privately
Participant upset?
Do not engage
Product
Company
• Scenario mapping and planning
• Communications protocol
• Technology recommendations
• Engagement guidelines
• Training planning and course
development
Source, David Armano: http://www.flickr.com/photos/7855449@N02/5042953763/in/set-72157606844282993

25.
25
COLLABORATE IN REAL TIME
Identify communication gaps and collaboration challenges that hinder social business transformation.
“Community clusters”:
micro social networks
that exist within a set
community
Ex. Internal
communities
Interactions between
“community clusters”
• Sharing cultural readiness
• Assessment of process
• Business silo assessment
• Internal communication plan
• Platform audit and recommendations
• Project management
Source, David Armano: http://www.flickr.com/photos/7855449@N02/3530720879/in/set-72157606844282993

26.
26
LAUNCH A SOCIAL COMMAND CENTER
Creating a real time listening/engagement center can help monitor support, crisis and create sales
opportunities.
Edelman’s ”SICC” (Social Intelligence Command Center)

27.
27
ESTABLISH A MEASUREMENT FRAMEWORK
Ensuring that the entire organization is measuring social consistently is just as important as the math
itself.
COLLECTION
AND
MEASUREMENT
ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT
FACEBOOK
• Unique Users
• Page Views
• Media
Consumption
• Total Interactions –
Wall Posts, Likes,
Comments
• Fan Photos/Videos
• Post Quality
• External Links to
Content and
Discussion
• Total Fans
• Subscribed Fans
• Audience Profile as a
Reflection of Target
• On-Message
• Positive/Negative/Neutral
• Change Over Time or Program
• Reviews
YOUTUBE
• Total Followers
• Channel Views
• Video Views
• Comments
• Video Responses
and Shares
• Amount of Video
“Favorites”
• External Links
• Embeds
• Channel Subscribers
• Video Honors
• Audience Profile as
a Reflection Target
• On-Message
• Positive/Negative/Neutral
• Change Over Time or Program
• Ratings
TWITTER
• Total Followers
• RTs
• DMs
• Tweets to Shared
Content and
External Hubs
• Inbound Links
• External Coverage
• Extended network and
Relative Influence of
Followers
• Follower Profile as
a Reflection of Target
• On-Message
• Positive/Negative/Neutral
• Change Over Time or Program
OVERALL
• Total Media
Consumption
• Total Interactions
• Total Trackbacks
and Coverage of
Activities
• Total Ongoing, Engaged
Subscribers to Content
and Community
• Community Crossover
• Overall Sentiment
• Total Shift in Sentiment
• Establish Global KPI’s and
Benchmarks
• Standardize methodologies
• Identify and document metrics
• Construct a ROI model

28.
28
PLAN BEFORE YOU
EXECUTE. MEASURE
WHAT YOU EXECUTE.

29.
29
MICHAEL BRITO
Michael is the Senior Vice President of Social
Business Planning at Edelman Digital, working
previously with Intel where he was their Social
Media Strategist. He wrote the book on social
business titled “Smart Business, Social
Business: A Playbook for Social Media in Your
Organization”.
DAVID ARMANO
David is Executive Vice President, Global
Innovation & Integration for Edelman Digital.
He was formerly a founding member of social
business consultancy Dachis Group and is
considered to be a highly influential voice on
the topic of social media for business.
KAZIM ALI
Kazim is a Consultant for Edelman Consulting,
a management consultancy focused on the
intersection of strategy, marketing, and
communications. He was the former CTO of
an education-based startup and has led
several IT strategy and decision modeling
projects for Gartner Consulting.