This document outlines key points from a webinar on building and operating a command center. It discusses the importance of having a common language and change management. It also covers establishing the command center with proper planning, onboarding, piloting and optimizing operations. Ensuring flawless operations requires managing scale and complexity, learning from other examples, and not underestimating administrative work. The webinar emphasizes that change is a journey, the center should bring value across the organization, and people are critical to success.

1. FOR
Powered by
COMMAND CENTER, NEWSROOM,
CONTENT STUDIO, SOCIAL HUB, ETC

2. Andreanne Leclerc
Asia Pacific Regional Managing Partner
Ogilvy & Mather (Social@Ogilvy)
Thomas Crampton
Global Consulting Principal,
Marketing Transformation
OgilvyRED
Abc Xyz
Planning Partner,
Ogilvy & Mather Advertising
Hello!

3. What’s the weather like in your city?
Tell us where you’re dialing in from!

4. Want this deck?
It will be available for download shortly after
the webinar on: slideshare.net/socialogilvy
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5. 1. Building a common language
2. Change and transformation
3. Flawless operation
4. Key takeaways
What we will cover today?

6. IS EVERYONE ONBOARD?

8. Newsroom
Content Studio
Command Center
Social Hub
Digital Engagement Center
Customer Engagement Center
War Room

10. No one agrees on the right name

11. No one agrees on what is success

13. Integration and seamless operation is on
everybody’s mind

14. To propel _____Fill the blank___
to the next level change
management is critical

15. Organizations do not change,
people do.

18. BUILDING A COMMON LANGUAGE

19. Team Tools Partners ProcessTeam Tools Paols Partners Process Governance
People
How the team is organized
Role and responsibilities
Including:
team
collaborators
partners
Process
How it operates
Including:
Communication Flow
Operation Flow
Cadence
Quality control
Governance
Tools
What it needs to
operate optimally and
efficiently
Identify scenarios,
needs and requirements
Structural clarity

20. With evolving hybrid roles as the new currency
ARTISTENGINEER
SALESMAN
CREATIVE
EDITORIAL
DIRECTOR
CONSUMER
ENGAGEMENT
PLANNER
CONTENT ARCHITECT

21. Content
Development
Business Ambition
Customer Journey
Social Path, Social
Personas
Customer Engagement
Conversation, Customer
Care, CRM, Continous
Commerce
Measure and Optimise
Social Listening + Digital Data
Editorial /
Content Calendar
Content Creation
and Production
Publishing, Distribution
and Amplification
Think
Content Strategy
and Objectives
Create
Realize
Clear flow, frequency and outputs

22. PLATFORM
Content
Development
Business Ambition
Customer Journey
Social Path, Social
Personas
Customer Engagement
Conversation, Customer
Care, CRM, Continous
Commerce
Editorial /
Content Calendar
Content Creation
and Production
Publishing, Distribution
and Amplification
Think
Content Strategy
and Objectives
Create
Realize
Measure and Optimise
Social Listening + Digital Data
Yearly Planning

23. Content
Development
Business Ambition
Customer Journey
Social Path, Social
Personas
Customer Engagement
Conversation, Customer
Care, CRM, Continous
Commerce
Editorial /
Content Calendar
Content Creation
and Production
Publishing, Distribution
and Amplification
Think
Content Strategy
and Objectives
Create
Realize
PROGRAM
Hero Content
Measure and Optimise
Social Listening + Digital Data
Quarterly development

24. Content
Development
Business Ambition
Customer Journey
Social Path, Social
Personas
Customer Engagement
Conversation, Customer
Care, CRM, Continous
Commerce
Editorial /
Content Calendar
Content Creation
and Production
Publishing, Distribution
and Amplification
Think
Content Strategy
and Objectives
Create
Operate
Monthly / Weekly deliveries
PULSE
Always On Content
Measure and Optimise
Social Listening + Digital Data

25. Daily activities
PULSE
Real Time
Content
Measure and Optimise
Social Listening + Digital Data
Content
Development
Business Ambition
Customer Journey
Social Path, Social
Personas
Customer Engagement
Conversation, Customer
Care, CRM, Continous
Commerce
Editorial /
Content Calendar
Content Creation
and Production
Publishing, Distribution
and Amplification
Think
Content Strategy
and Objectives
Create
Operate

26. Understanding of the different level of content
PROGRAM
HERO CONTENT
Planned annually and
produced quarterly
PULSE
ALWAYS ON CONTENT
Planned weekly and
produced weekly
PULSE
REAL TIME CONTENT
Planned daily and
produced in real-time
PLATFORM
(BRAND)
Planned annually
or bi-annually

27. • Vision and
objectives
• Structure /
Model and
Resources:
space, staff
plan, R&R, tools
& partners
evaluation
• Business plan
(operation cost,
revenue/ ROI
forecast)
• Recruitment
and real-estate
• Develop
structure and
workflow
• Output
planning:
content, reports,
etc)
• Tools and
partner
selection
• Operation and
governance
consolidation
and creation
• Process and
workflow
induction
• Tools walk
through and
simulation
• Brand
immersion
• Specialized
trainings and
workshops
• Tools
programming
and
deployment
• Test functions
and scenarios
• Protocols,
workflows
dissemination
• Operate,
coordinate,
adjust
• Campaign
management
• Collect data
• Reporting
• Additional
training
• Governance
and quality
management
review
• Broader
stakeholders
engagement
• Deepen
partnerships in
place, add new
• Optimize the
operation
(structure, ways
of working,
governance
parameters).
• Build roadmap
and identify big
wins
ESTABLISH
PLANNING
& SETUP ONBOARDING PILOT LAUNCH ACCELERATE
OPTMIZE &
SCALE
Setting and transition milestones

28. CHANGE AND TRANSFORMATION

29. Do not operate in isolation

30. PERFORMANCE / INTELIIGENCE
KPI setting and business results
visibility
CORPORATE COM / RISK MITIGATION
Early identification –
Issues and Crisis Management
R&D
Sales and new product / service
development
COLLABORATION & CREATION
Advocates & Influencer identification -
connecting and sharing content
BUDGET OPTIMIZATION
Efficiency across digital
media planning
DISTRIBUTION AND SUPPORT
Supporting partners, distributors &
suppliers - flagging customer service
issues
Creating value across the organization
HR
Part of new employee onboarding
Training opportunities

31. The road to business transformation

32. FLAWLESS OPERATIONS

34. Learnings from 125+ operations

35. Sneak peek from around the world
Coca-Cola ASEAN Social Hub Network
New York IBM Newsroom, USA
KFC Sydney Newsroom, Australia
Merck “The Pulse” Tokyo, Japan
Indomie Newsroom Jakarta, Indonesia

36. MANAGING SCALE AND COMPLEXITY
1. Planning, timeline and accountability
2. What is success?
3. Change is a journey
4. Don’t under-estimated admin work
5. It is all about people: one team, one dream
6. Make some noise

37. 1. Who is in charge?
❌

38. DETAILS AND STRUCTURE, DETAILS
AND STRUCTURE, REPEAT

39. 2. What is success?

40. 17!
What is the
report name?
Who is
responsible for
the report?
What is the report
covering (metrics)?
What are the
data sources?
How often is the
report sent
(frequency?)
Who are the stakeholders Note
Tools Informed Consulted Take action

41. What can you measure?
BehaviorsBrand Sales
NPs
Response time
Perception
Share of conversation
Switch in favorability
Purchase intent
Sentiment
Advocacy
Leads
SAles
News Customer
Customer retention
Reach
Recommendations
WOM
Market Share
New market
Audience targeting

42. Driving footfall at boot

43. Targeted content

44. 3. Change is a journey: navigate organizational complexity
Awareness
Understanding &
Alignment
Shared Purpose Action Advocacy
AWARENESS
UNDERSTANDING
& ALIGNMENT
SHARED
PURPOSE
ACTION
ADVOCACY
first becomes aware of the purpose
feels for the purpose
finds solidarity in sharing a common goal
acts to contribute to the purpose
persuades others for the purpose
understands how to contribute to the purpose
recognises purpose resonates with personal principles
shares purpose with others
An Advocate
has a clear understanding of the purpose
feels supported for their contribution

45. 4. Don’t under estimated admin work:
creating procedure and people
management
Human Resources
Talent recruitment for hybrid role
(experience and expertise)
Evaluation process
Replacement (notice period, backup)
Onboarding and training
Contingency plan
Finance
Costing model and procurement
requirements
Setting and following up on contracts
and PO
Procedure for OOP expense claim, In
Out of scope and grey areas

46. 5. Employee program is crucial:
keeping and inspiring talent
Training
Rotation
Awards & Rewards
Mentoring

47. Becoming one

48. 6. Make some noise (learnings from
Merck)Internal com
Push from the top
Push from the bottom

49. Key takeaways
Challenges, overcoming obstacles
and new-found opportunities

50. Recap key points from each sections
1. Building a common language
2. Change and transformation
3. Flawless Operations

51. Alignment is important on what the command center
should brings
it is no just about screens
Not just about content created fast
Identify key brand issue.
It is about: flawless execution.
Cut the distance between decision and foster
collaboration

52. Taking the right steps
Audit
Readiness
Align
Build shared purpose
Develop
Program
Evolve
Roadmap

53. CUTE & TOUGH-CUTE

54. Questions?
Andreanne Leclerc
Asia Pacific Regional Managing Partner
Ogilvy & Mather (Social@Ogilvy)
Thomas Crampton
Global Consulting Principal,
Marketing Transformation
OgilvyRED
Abc Xyz
Planning Partner,
Ogilvy & Mather Advertising

55. Want this deck?
It will be available for download shortly after
the webinar on: slideshare.net/socialogilvy
Ogilvy staff: It’s also on The Market!
themarket.ogilvy.com
Are you on the go? You can join our webinars on mobile, too!
Download the GoToWebinar app from the App Store or Google Play