20120214 ARMA Cincinnati Social Media Governance
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TAGS DESCRIPTION This presentation at the ARMA Detroit Chapter focused on how to apply governance processes and principles to social media services and solutions
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20120214 ARMA Cincinnati Social Media Governance
- 1. Jesse Wilkins, CIP, CRM AIIM International February 14, 2012
- 2. Systems of Engagement Social and Era Mainframe Mini PC Internet Cloud Systems of Record 1960- 1975- 1992- 2001- 2010- Years 1975 1992 2001 2009 2015 Typical A An A batch A dept A web thing documen interacti trans process page managed t on Best Digital Faceboo known IBM Equipme Microsoft Google k company nt Content Social Image Docume Content mgmt Microfilm Business Mgmt nt Mgmt Mgmt focus Systems 2
- 3. Consideration Systems of Record Systems of Engagement Focus Transactions Interactions Governance Command & Control Collaboration Core Elements Facts & Commitments Ideas & Nuances Value Single Source of Truth Discovery & Dialog Standard Accurate & Complete Immediate & Accessible Content Authored Communal Primary Record Type Documents Conversations Searchability Easy Hard Usability User is trained User “knows” Accessibility Regulated & Contained Ad Hoc & Open Retention Permanent Transient Policy Focus Security (Protect Assets) Privacy (Protect Users) 3
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- 5. Describes steps to implement social business NOT necessarily linear Will vary substantially between organizations 5
- 6. Not a step in the roadmap, but necessary precursor to successful social business initiatives ◦ Transparency ◦ Trust ◦ Technology 6
- 7. ◦ Requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing. 7
- 8. Requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust. 8
- 9. Requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.” 9
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- 11. Experimental use of technologies “Under the radar” Proof of concept 11
- 12. Formalization of approach Social business assessment Planning and project management Internal marketing and communication Social business team Organization-specific roadmap 12
- 13. Identify desired capabilities and deployment options Procure and implement tools Develop and deliver training and support Build integration 13
- 14. Source: Govloop.com 14
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- 16. Listen to conversations before jumping into them Look for tone and sentiment Watch for complaints Set up queries and alerts Empower community managers 16
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- 19. Seed content into tools Use the tools! Consistent messaging across tools Be patient 19
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- 21. Move from listening and broadcasting to engagement Plan for engagement Authenticity and personality key 21
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- 24. Policies and guidelines Restrictions on tools and content Internal monitoring Records management Legal issues 24
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- 28. Encourage uptake of the tools Monitor efficacy of tools Measure and analyze tools and processes Identify changes to tools and new tools 28
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- 30. Is the information unique and not available anywhere else? Is the tool being used in relation to an organization’s work? Is there a business need for the information? Does it document a transaction or decision? 30
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- 32. Blog post ◦ Comments? ◦ Updates? Individual Tweet ◦ Links and shortened URLS? Wiki article ◦ The article? ◦ Its changes over time? It depends…. Prepare for production 32
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- 34. Commercial and hosted sites store information outside the firewall ◦ Little control over how it is stored ◦ Little control over how long it is stored ◦ Geographic and jurisdictional issues First step is to save content locally 34
- 35. Take a screenshot of content 35
- 36. Archive selected items locally ◦ Use search queries and monitoring Store selected items locally using search queries or RSS 36
- 37. Store locally using built-in tools 37
- 38. Store locally using third-party service 38
- 39. Store locally using APIs 39
- 40. Use Word or Notepad to draft content updates and save *that* 40
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- 42. • And many others 42
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- 44. Jesse Wilkins, CIP, CRM Director, Research and Development AIIM International +1 (303) 574-0749 direct jwilkins@aiim.org http://www.twitter.com/jessewilkins http://www.linkedin.com/in/jessewilkins http://www.facebook.com/jessewilkins http://www.slideshare.net/jessewilkins 44
- 45. 2-day instructor-led or online course Includes: ◦ Specific governance elements for Facebook, Twitter, other social business tools ◦ Commercial vs. enterprise social technologies ◦ Capturing and managing social content http://www.aiim.org/Training/Essential%20Trainin g/Social-Media/Course%20Descriptions 45
- 46. PROFESSIONAL CERTIFICATION covering the broad based body of knowledge that every information professional needs to understand. www.aiim.org/certification Enterprise search, Business intelligence, Master Access/ Use data management, Text analytics Information capture, BPM, KM, Email Capture/Manage management, Content management Collaboration, Social media, Info workplace, IM, Collaborate/Deliver Telecommuting support, Web conferencing Security, RM, Data privacy, DRM, Archiving, Secure/Preserve eDiscovery Info architecture, Technical architecture, Cloud Architecture/Systems computing, Mobile apps, Websites and portals Strategic planning, Building business case, Impl Plan/Implement planning, Req def, Solution design, Change mgmt 46
Notas do Editor
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- The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation. in the world of Systems of Engagement – no one on the user side cares about any of this. However, because these systems are being used by enterprises, they will inevitably be subject to the same legal and social restrictions as traditional enterprise content, and therein lies the rub. Today that rub is significantly limiting endorsement and adoption of consumer-style communication and collaboration facilities around the world, and it will continue to do so until the content management industry and its customers develop protocols and policies to address its issues.
- 1542: Question: What are the prerequisites for Social Business?0. Empowerment: personal projects, measure outcomes, freedom to experiment- Transparency requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing.- Trust requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust.- And technology requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.”
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- Identifying what tools to use – here, wiki, blog, user ratings of appsSetting up navigation and classificationDeploying social sharing widgets (which ones, how)
- 1551 Monitoring/Listening: Viral implementationInitially the organization should spend time listening to the conversations taking place in and around a particular tool to get a sense of the nature of the tool, the content of the conversations, the target audiences, and who the leading participants are.This is perhaps more visible in externally focused processes but is important for internal ones as well.QUESTION: How do you support a viral adoption? Answer: rumors, communication, ambassadors, show people, show benefits- 4.1 Listen to internal sites and comments- 4.2 Listen to external sites and comments- 4.3 Set up queries and alerts- 4.4 Empower community managers
- http://www.onesocialmedia.com/2011/02/social-media-listening-in-real-time-case-study-toyota-of-des-moines/Social Media account manager was lucky enough to have seen this post only 5 minutes after it had been posted. Because the Facebook post was fairly recent, I decided to call someone at Toyota of Des Moines. I wanted to see if they could find the displeased customer before she left the dealership, in hopes that they could try to work through the issue with her in person. As luck would have it, the customer was still at the dealership at the time that I called to inform them of the post. They were able to talk with her, to let her know that they saw her Facebook post, and that they wanted to work through the issue with her.
- 1553. Participation: Getting all relevant people to get involvedOnce the organization has done some listening it will be able to participate more meaningfully and should begin doing so according to what it has learned about the target market and the nature of the conversations on the various tools.QUESTION: How do you get all relevant people involved? Answer: Demonstrate benefits, carrot/stick, etc.- 5.1 Seed content into the tools5.2 Ensure consistent messaging across platformsAnd split this step into stages; e.g first get people to register
- Move from listening and broadcasting to engagementPlan for engagementTriage for comments, external mentionsEngagement on public, commercial, and third-party sitesAuthenticity and personality
- 1559 CNN iReporterhttp://ireport.cnn.com/community/assignmentCNN’s iReport assignment desk is an example of community evolution of technology and communication. Eachday and throughout the day as news breaks, the editors of the iReport page put up assignments to the citizenjournalists to help get real and participatory news live from wherever in the world it is happening. They haveembraced the evolution of technology by asking for submissions as the technology evolves and connecting itwith social media through hashtags on Twitter.This creates additional conversation around not only contributions, but the delivery medium itself. Those noteven connected to CNN are able to participate in the conversation because it is being held at the widest possibledistribution point or audience, out in the open on social media streams.
- This is an example of a guideline for how to engage those that comment on your social media, and those that post or comment on third party sites. This triage chart from the American Society of Chemical Engineers is not for every user in the organization, but it can be quite useful for those responsible for monitoring and engaging comments about the organization such as public affairs.
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- The first step is to determine whether or not something is in fact a record. Just as we know that most email messages are not records, for most organizations their Facebook fan page updates will not be records either. In other words, we have to ask the same questions about these tools that we’d ask about any other type of information:Does it document a transaction or a decision? If it does, it’s probably a record. Is it captured in another form? This is the biggest reason why most social networking sites like Facebook and Twitter wouldn’t need to be captured as records – in most cases they are being used as another transmission mechanism for information stored elsewhere. Now, just because it isn’t a record doesn’t mean it couldn’t be discoverable or a public record and subject to FOIA-type laws. Again, same considerations here as for other types of information. [twitter]Determine whether something is a record or not according to its content and context.[/twitter]
- Prepare for discovery. This means having the same type of data map you have in place inside the organization, but with listings of all the services you use, the accounts used there, etc. At a minimum you should list any official use of services and official accounts. It also means understanding the process for getting at that information in the event of litigation, FOIA request, etc. The time to put that process in place is before the subpoena is received. For hosted tools, such as FB or Twitter, it may mean taking periodic snapshots of what is posted to them. Right now there aren’t a lot of tools that do this; one way that can be effective is to capture the RSS feeds generated by these tools. As updates are made, they are published through the RSS feed, which can be saved locally. It might also require working with the third-party vendor in the event that some information or some updates are not available through RSS – for example, web-based email. It’s also important to note that at least for commercial solutions there is very little ability to put or enforce legal holds or to prevent a user from deleting an account, at least without a subpoena and without doing it before the user knows to delete it. [twitter]Prepare for discovery in advance, including listing official use of services and accounts.[/twitter]
- As we just noted, the records management or communications policies (or both) should address the use of these tools. We’ll look at some examples of policies over the next few slides. At a minimum, the policy should address: Identity, relationship, and transparency – is the account official or unofficial?Security, confidentiality, and sensitive informationComments and responses to commentsResponding to others’ posts on commercial sitesAccuracy and ethicsMonitoring and auditing[twitter]Address these tools in the records or communications policies (or both). [/twitter]
- How to capture content will depend first on one key variable: where is it stored? The vast majority of social media sites are either hosted solutions or commercial ones – that is, users’ data is not stored inside the organization’s firewall, but on some third party data center outside the control of the organization. This can present a significant issue because how and how long the data is stored is almost entirely dependent on the site’s Terms of Service. If the Terms are changed from retention for 7 years to retention for 2 weeks, or to permanently, it presents a real problem for the records program. And depending on the site this is almost certainly non-negotiable with the exception of governmental entities with the force of the law behind them. ~It’s also the case that some regulatory regimes have geographical aspects that, for example, require particular content to be stored inside a country’s boundaries, or prohibit it from being stored in certain countries’ boundaries. This can present issues for services that store information in the cloud and that might have numerous data centers spread around the world. ~Once the organization has determined what to capture, the next step then is to save that information locally. This is almost always a copy – in other words, saving social content from Facebook does *not* delete it from there. There are a number of ways to accomplish this that we will review over the rest of this module.
- Finally, there are enterprise versions of every Web 2.0 application. These enterprise versions are often available to be hosted inside the firewall, meaning that security is much more robust. Access can be secured to them much more effectively. They can be integrated into the organization’s identity infrastructure – whether Active Directory or something else – such that any change, post, comment, edit, update, etc. can all be tracked and, more importantly, tracked to a specific named user. No anonymous postings here. Of course, you have to pay for an enterprise version, but what you’re really paying for is a level of peace of mind. And you still get many of the same benefits – ease of use, familiarity with the type of tool, rapid and agile collaboration across geographical and time boundaries, etc. You’re just getting a more secure and robust version of it. [twitter]Consider implementing enterprise versions. FB is FB, but internal tools might be more appropriate.[/twitter]
- At this point I’d be pleased to entertain your questions.