Over the last 6 months we've seen several large enterprises make commitments to incorporate social media into their governance, risk and compliance (GRC) practices. As a result, digital teams are coming to us with mandates and deadlines to inventory, review and remediate their enterprise's global web and social footprint. This appears to be a harbinger of a sea change in how the C-suite addresses the risks and rewards of social media – in other words, social media governance.
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To successfully use social media in an enterprise often requires support from the C-Suite. However, when it comes to getting buy-in from the C-level execs, the argument is often "What's the Social Media ROI?" That's certainly a reasonable question but it should not be the only question that is asked. Here's why.
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It turns out she had just received a friend request from me via Facebook. I thought this was odd since we're already "friends". I mean, we were talking over Facebook at that very moment! Fortunately, she was skeptical enough to double check with me as this didn't seem right.
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If you have been following my Social Media Governance series, you know that I have introduced new terms and laid out several processes to help you strengthen your Social Media Governance plan. The last post was all about conducting an effective audit and creating a solid inventory. In this post, Part 3 of the series, I will highlight how you maintain brand equity and reduce corporate risk as a social enterprise. It's all about monitoring what you know, looking for what you don't know, and implementing the governance needed at any given time.
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Last week I began a series on Social Media Governance with the first post titled 3 Keys to Managing Your Social Footprint. In that post I stressed the distinction between social presence governance and social content governance. For a decade people have focused their governance concerns on what can and cannot be said within the content stream of social networks, placing guidelines in a corporate social media policy. This is social content governance.
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Quickly! Think about how you manage your social media.
I bet what came to mind was some collection of content publishing, listening, or analysis systems. If you're in a regulated industry then perhaps a content compliance or archiving system might have come to mind.
What's the common denominator? Content. That's not a bad thing since sharing content is why we're on social media. However, we're overlooking a fundamental component – Presence!
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Does it feel like employees are reading from a different social play book...working at cross purposes?
As the CMO, you probably see social as something best left to the team at HQ to communicate the big brand messages. You may even consider social media at the store level as something unruly, that "doesn't move the needle," and which brings unwanted brand risk. However, your store managers probably look at it differently. From their point of view they are responsible for driving sales to their stores and who knows your local customers better than the local team? So, your store managers probably see social media as something which can "move the needle" for their store.
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It predates the rise of "social business" but one of the most compelling and useful business books I've read is Andy Grove's "Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company". I read it when it came out in 1996 and its wisdom – particularly around "strategic inflection points" – has never left me: