1. Empowerment With
Accountability
Social Media Governance in the
Enterprise
By Chris Boudreaux
© Copyright 2009 by Chris Boudreaux. Used with permission.

2. Social media offer the poten1al to add value at every stage of the customer
experience.
Benefits of Social Media in the Enterprise
Fulfillment and
Product Development Marke?ng and Sales
Support
• Crowd sourcing of new ideas • Improved targe?ng • New opportuni?es for self‐
from exis?ng and poten?al capabili?es serve and lower cost‐to‐
customers serve channels
• New channels for marke?ng
• Efficient access to qualified and distribu?on • Greater depth and breadth
test subjects of customer interac?ons
• Viral mechanisms that
• Increased ability to leverage increase acquisi?on • Greater opportunity for
exper?se and source ideas efficiency and penetra?on personaliza?on
across the organiza?on rates
• Fewer and more efficient
• New revenue models and handoffs
payment mechanisms
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 2

3. Organiza1ons using social media quickly encounter lots of important ques1ons,
whose owners lie throughout the organiza1onal func1ons.
Organiza1onal Ques1ons Triggered by Social Media
Create and Deliver the Customer Experience
Fulfillment and
Product Development Marke?ng and Sales
Support
Enable the Enterprise
Finance and Customer IT HR Legal and Partners and
Accoun?ng Insight Regulatory Vendors
• Do I get value • How can we • How do we • How can we • How do we
from social leverage data to ensure ensure balance
media? create value? informa?on consistent empowerment
• What is the • How should we security? customer with risk?
business case? partner with • How do we help experiences? • Which
• How will we firms like the business • How do we regula?ons are
measure Facebook and choose among scale social relevant, and
performance? TwiZer? emerging tools? media? how will we
• How can we • How do we • How will we comply?
• How will we
ensure an iden?fy and train our people manage the • What policies
integrated view promulgate best to effec?vely brand in all of make sense,
of the prac?ces? use social this? and how do we
customer? media? manage them?
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 3

4. These cross‐func1onal ques1ons can be especially challenging because social media
are rela1vely immature and change constantly.
Challenges in the Current State of Social Media
Risk • Brand and regulatory risk
• Ownership of data created within social media is o_en unclear
• Your commitment to privacy may be different than your social media partners
• Absence of service level agreements from social media partners
• If you don’t start learning now, you may fall behind!!
Ease of Entry • Social media tools are usually free or very cheap to use
• Technical requirements are usually very low to begin, as most u?li?es and tools are delivered
via web browser
• Your employees are probably already interac?ng with your customers within social media
Unclear • Lots of people have relevant exper?se (PR, SEO, Marke?ng, IT, etc.)
Ownership • Social Media is new, cool and geeng investment dollars
Implied • Once customers become accustomed to interac?ng with you via social media, stopping risks
Commitment damage to your customer rela?onships
Con1nual • Your team must con?nually update their knowledge of available tools and evolving features
Evolu1on • The fact that informa?on is so readily available means that informa?on assets decay nearly as
rapidly as they accumulate.
Distributed • More employees will interact with customers – probably more frequently
Par1cipa1on • The goal is to achieve consistent behavior, linked back to the business vision, while
empowering crea?vity.
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 4

5. Social Media Governance can help organiza1ons coordinate cross‐func1onal efforts
and maximize business value from social media.
Components of Social Media Governance
Principles and Process Model Governance Responsibility Metrics
Enablers Structure Matrix
Defines and Processes that Key leaders and Roles and Business
describes inter‐ enable effec?ve par?cipants, and responsibili?es of performance
opera?on of decisions and their primary primary and metrics that inform
processes, structure con?nual responsibili?es with suppor?ng decisions
and metrics to improvement respect to social par?cipants across
achieve business throughout design, media organiza?onal
goals through social development and func?ons
media opera?on of social
media solu?ons
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 5

6. Each component of Social Media Governance supports internal champions of social
media by helping to answer the ques1ons triggered by social media.
Example Ques1ons Triggered by Social Media Key Issues for Social Media Relevant Governance
Champions Components
• Do I get value from Social Media? How is social media aligned • Governance Principles and
• Is Social Media really helping my business? to the business? Enablers
• How will we ensure an integrated view of the • Process Model
customer?
• How can I get this key ini?a?ve priori?sed? How should social media • Process Model
• How can I ensure appropriate control over social media decisions be made? • Governance Structure
spend and risk? • Responsibility Matrix
• Are we inves?ng our ?me and money appropriately?
• What should be the social media spend this year? How do we manage social • Process Model
• Who owns social media? media investments? • Governance Structure
• Responsibility Matrix
• How do I get funding for this new project? What controls do we need in • Process Model
• Who needs to approve this project? place? • Responsibility Matrix
• Who is accountable for social media results?
• What happens when my experiment budget runs out?
• What regula?ons are relevant and how do we comply?
• Where do I want social media champions to focus? How do we measure and • Performance Metrics
• What service levels should I expect from social media reward?
partners?
• What areas of social media governance should I
approve?
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 6

7. For example, well‐defined and implemented Social Media Governance processes can
help to support social media objec1ves throughout the organiza1on.
Social Media Governance Processes
Achieve Business Objec1ves
Iden?fy, Priori?ze and Plan Manage Social Media
Social Media Investments Efforts and Track Benefits
Empower and Support the Business
Establish and Develop Shared Manage Social Measure and
Manage Standards Service Budgets Media Partners Improve
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 7

8. Organiza1ons can begin by determining their current and desired level of social
media governance capabili1es.
Social Media Governance Maturity
Leading
• Proac?ve cross‐func?onal
engagement
Sustained,
Higher Value • Established cross‐func?onal
decision making bodies
• Alignment of social media
Maturing investments and business
priori?es
• Marke?ng and IT educate business
leaders about uses and benefits of • Business value (business cases) as
Business Value social media primary driver
Created • Ini?al forma?on of cross‐ • Business leaders leverage social
func?onal decision processes media to support and enhance
their business strategies
• Defined organiza?onal roles and
Experimen1ng responsibili?es by func?on or • Joint cross‐func?onal priori?za?on
• Informal opera?ng processes and major group • Social media governed by explicit
model • Established social media decision performance criteria
• Ad hoc decision making processes making and escala?on paths • Rewards ?ed to value, key
• Focus on delivering short term • Internal Service Level Agreements measures consistently applied
resource needs • Ac?vity‐based measurements and • Service Level Agreements with key
Inconsistent,
Lower Value • Limited performance tracking limited repor?ng capability social media u?li?es
Basic Leading
Social Media Governance Capabili1es
© Copyright 2009 by Chris Boudreaux. Used with permission. May 2009 8

9. Krim Stephenson
kstephenson@arlingtonmillgroup.com
415.730.5745
Chris Boudreaux
cboudreaux@arlingtonmillgroup.com
773.580.8541
Patrick Doherty
pmdoherty@arlingtonmillgroup.com
703.867.1468