Scope
This document describes a process for helping organizations define and prioritize the steps involved in applying social media and social networking to their operations.
The process described here is a structured one. A general structure and flow of work is proposed with the end goal being support for an organization-wide plan for employing social media and social networking in support of defined corporate goals. The intended audience for this document is middle and upper management within mid- to large-size organizations.
No assumptions or recommendations are made here about the governance structure of how such a plan should be implemented, nor are recommendations made for how technology should be managed to achieve these goals. It is assumed, however, that the strategy process described here is applied across the entire organization and that all functions performed by the organization are considered in the strategy.
Definitions
A strategy defines a set of processes that must be implemented to achieve a goal.
A business aligned strategy is a strategy that draws a clear connection between an organization's business goals and the processes that are needed to achieve those goals.
A business-aligned social media strategy is a strategy that explicitly addresses how social media and social networking processes and technologies can be applied to an organization's operations in order to help it achieve its goals.
Social Media are collections of data and information that are developed collaboratively and/or shared interactively among individuals and groups.
Social Networking is the use of special processes and technologies to support the discovery, formation, and maintenance of personal and professional relationships.
Overview of three step process
The strategy development process described here has three interrelated steps:
Describe Organizational Goals
Describe Organizational Functions
Describe Social Media Initiatives
Step 1: Describe Organizational Goals
A social media strategy begins with identifying the goals of an organization. These goals drive the organization's planning and operational efforts. This requires working with top management to identify the 3 to 5 major corporate goals and metrics the organization uses to tell whether or not the organization is meeting those goals.
These are examples of high level corporate goals:
Maintain or increase profitability or levels of cost recovery
Improve communication among employees, customers, members, and/or stockholders
Help customers or members in their jobs or private lives
Increase the number of new and/or returning customers or members
Obtaining agreement on these goals at the outset is important since they will drive the prioritization of all the potential actions to put social media and social networking to use.
Some organizations have already identified and documented such corporate goals and incorporate them into ongoing planning and budgeting processes. Others may require assistance in defining a unified set of goals if, for example, the planning or administrative processes of different divisions are highly decentralized or are impacted by historically separate organizational divisions.
Either way, a key requirement of this step is an understanding of what the organization is attempting to accomplish. If an external consultant is assisting in the strategy development, this may require that the consultant have access to private or sensitive corporate financial data.
Step 2: Describe Organizational Functions
In Step 2 the goals identified in Step 1 are related to the functions that different groups within the organization perform. Here the term "function" refers to related activities that support a common organizational objective.
This step may involve identifying between 10 and 20 defined function categories that describe the work performed by the organization. Note that the individual functions, usually defined at a high level, may not map perfectly to the organization's formal hierarchical structure since it is not uncommon for organizational units within the organization to have overlapping responsibilities. In addition, organizational and reporting structures frequently change within an organization, while the functions these organizations perform change much less frequently.
The following are examples of functions. This is a general list and would need to be adapted to describe to functionally describe the actual organization in question:
Asset Management
Billing, Payment, & Cash Processing
Business Planning, Management & Administration
Customer Service
Supply Purchasing & Trading
Financial Management & Accounting
Materials Transportation, Sales & Purchasing
Human Resources Management
Mapping & Geographic Information Management
Marketing & Sales
Usage Research, Data Collection & Management
Planning, Management & Administration
Work & Work Order Management
Some organizations further divide functions such as those listed above into a few high level categories such as "customer facing functions," "administrative and support functions," and "business partner and supplier functions." This type of categorization is especially useful when presenting the strategy in a group setting.
These high level categories, and the functions themselves, will vary significantly by organization and industry. These categories and functional definitions may may be adapted from existing lists if a comprehensive human resources, financial, or customer support system has been implemented that incorporates good comprehensive reporting tools. If not, the function list -- including definitions -- will need to be developed.
Step 3: Describe Social Media Initiatives
In addition to defining the unique sets of goals and functions that describe the organization, the project must list and describe the different programs, initiatives, and projects that rely on social media and social networking. The following are examples of initiatives; note that some are planning exercises while others involve delivery of operating systems:
Create and maintain a corporate MySpace page to serve as a corporate marketing and recruiting tool.
Establish and operate blogs for all customer- or member-facing divisions or committees.
Offer free web-enabled telephone conferencing services to customers.
Create and maintain a CEO blog.
Establish and operate wikis to create and share "best practices" information.
Partner with a professional accreditation organization to develop a podcast based lesson series offering continuing education credit.
Develop processes to on how to employ dedicated blogs in support of project management.
Create a network of experts within the organization who can be consulted on business specific topics.
Establish a secure company wide social bookmarking system to support the tagging and sharing of internal and external information sources.
Develop a corporate policy and training program on information security and privacy.
Develop and implement a corporate security policy to monitor and control inadvertent leaks of sensitive or private information.
Create and test a plan to employ social media and social networking in crisis situations
Create and implement a competitor monitoring system to track competitor activities on blogs, social networks, public wikis , feed subscription services, and social bookmarking systems.
Initially, an organization creates an inventory of all potential applications that can be related back to functions and ultimately to goals. The inventory should include descriptions of these initiatives in terms of:
- Cost (e.g., fixed vs. variable; one-time vs. ongoing)
- Quantitative and qualitative benefits
- Impacted function(s)
- Impacted goal(s)
- Priority level
- Impacted groups (e.g., internal vs. external users)
- Schedule
- Relationship to existing systems and processes
The list of initiatives should be in a form that simplifies review, updating and revision by team members. Often information on initiatives is presented in summary or table form so that management can compare and contrast the different opportunities in relation to the organization's goals and functions.
One approach to presenting findings as they evolve is to create a secure project blog for use by project team members to support project functions such as the following:
Report progress against schedule
Discuss intermediate findings
Store documents and multimedia
Obtain feedback on key topics to supplement face to face meetings.
It is not unusual to find that the total costs of doing everything in the list of initiatives is greater than the available budget. This is where mapping the different opportunities to functions and goals aids in prioritization. Once this initial prioritization takes place by the project team and results are communicated to management, more detailed review and planning and socialization (including staff assignments, content selection, detailed schedules, program governance, and technology infrastructure development) can continue.
Discussion
The process described above represents a fairly traditional strategy development project. Putting it into practice requires addressing several practical considerations:
The role of strategy
Accounting for organizational complexity
Internal politics
The role of technology
The role of strategy
There are several practical reasons to develop strategies around social media and social networking:
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In many organizations staff members are already using social networking or social media while at work and awhile away from work. They are already be devoting time and attention to learning about a wide variety of systems and processes. They may even be communicating about work related issues in their communications with others. If the strategy process can tap into this evolving proficiency, it might be possible to increase the efficiency of introducing social media and networking into the rest of the organization.
Independent pocket of potentially incompatible social media and networking initiatives may already be evolving within the organization. Developing a unified strategy early may reduce the cost and time involved in later converting users away from competing or incompatible platforms, thereby speeding adoption of standard systems and processes.
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Establishing a formal strategy increases the likelihood of defining both ownership and responsibility of each initiative. Formalization of roles and responsibilities may not have taken place around various corporate activities, such as who is responsible for changing corporate blog access privileges when an employee leaves the company. Establishing ownership and responsibility early on will, at minimum, help to ensure that managers are held accountable for progress and performance.
Accounting for organizational complexity
One of the most basic logistics questions we need to address early in a strategy project is, "Whom do we need to interview?" In a project such as this, the likelihood of finding documented descriptions of all necessary pieces of information may be low, even in older, larger, more bureaucratic operations. Communicating with key staff must be included in the schedule.
Another consideration is the manner in which the needs of important groups are included in the project. This is critical given the collaborative nature of social media and social networking. If it is desirable to incorporate input from large numbers of users, employees, members, customers, suppliers, or partners, a variety of polling, surveying, and conferencing systems exist that can be used to establish relationships with multiple interest group and gather information in a structured or semi-structured fashion that facilitates analysis. The value of obtaining such feedback must, of course, be balanced against cost and schedule considerations.
Internal Politics
Politics are present in any organization. Some staff members may distrust or be threatened by some of the changes that adoption of social media and social networking may generate. These concerns should be acknowledged. Failure to do so openly may threaten the validity of the entire process.
The Role of Technology
While the primary focus of the strategy development process is not technological but organizational, the outcome of the strategy process has implications for how the company manages and procures its IT and telecommunications resources. Also, the sharing of information that occurs as the basis for many social media and social networking initiatives may have security or bandwidth implications. For these and other reasons the IT department must be directly involved in the strategy development process, especially in the description and assessment of the various initiatives.
The need to involve the IT department may seem to be a "no brainer " but there are situations where some IT departments and their structured approach to managing IT project priorities have been viewed as inhibitors to innovation.
Having been on both sides of the IT management fence I come down squarely on the need to involve IT from the start.
Conclusions
Much of the work done in a strategy development project such as this is designed to organize and present to management a view of the organization, its goals, and its functions that makes clear how to prioritize the many different opportunities that social media and social networking present.
Some of these opportunities will be small and will require few if any changes to current operations. Others may be large and may require significant changes to existing management and technology infrastructures. In either case, an open process that itself is collaborative will provide insight into useful innovations and improvements.
Acknowledgements
The author would like to acknowledge the valuable input provided by Colleen Bush, Manager, Market Research, American Society for Health System Pharmacists, Bethesda, Maryland.
About the Author
Dennis D. McDonald, Ph.D., is a management consultant who lives in Alexandria, Virginia. For more information about Dr. McDonald, click here or contact him via email at [email protected]. Lists of his writings on Web 2.0. social media, and social networking are located here.
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