social media: a strategic view slaciag workshop leader: philip atkinson

Social Media: a Strategic View

SLACIAG

Workshop Leader: Philip Atkinson

www.philipatkinson.com

http://www.philipatkinson.com/

Objectives• Explore SM trends and how it impacts the role

of Internal Audit• Summarise Q’re Response• Assess attitudes and risk appetites to SM• Is SM and Cultural audit an issue for HIA?• How can SLACIAG harness the benefits of SM?



Generational Attitude to SM• Baby Boomers (46-64)• Generation X (60-82)• Generation Y (83-20)• Millennials – Echo Boomers (98 –

Philip’s article on Millennialshttp://tinyurl.com/bnb7y7b


http://tinyurl.com/bnb7y7b

http://tinyurl.com/bnb7y7b



DemographicsBaby Boomers Generation X Generation Y

Politics & Economy

Societal Values

Dominant Events

Core Values

Role of Family

Cultural Norms

Education

Managing ExpectationsRisk Appetite - Generational• Users of SM: trust and are most adept at using

SM• Staff Input• End Users or Recipients: • Regulators



What is being said about you?High Control

Proactive

Reactive

Low Control




What is being said about you?High Control

Proactive

On site ReviewsOnline VideosCompany BlogManaged Twitter

FaceBook Fan Page

Website responseCustomer Response

Reactive

Non moderated BlogCompany You TubeLinkedin Groups

FacebookTwitter

Open ForumsBlogs

Viral Social MediaYoutube

Low Control


Developing Social MediaDefine Policies

Design Learning

Generate Awareness

Resolve Issues

Develop Action Plan

The Questions• Assess attitudes and risk appetites to

SM• Is SM an issue for HIA?• How can SLACIAG harness the

benefits of SM?



Developing Social MediaStage 1: Define Principles & Policies1. Why do we need Principles and policies to

guide ‘social media2. What factors need to be considered in their

design?3. Where does responsibility reside?4. Where does IA fit?




Contingencies in SM Policy Design

• How it fits with Existing Policies• Is Culture an issue• Generational issues: Risk Profile & Appetite• User Permissions• Legal

Contingent Factors in Policy DesignStages of Maturity

1. Immature 2. Informal 3. Develop Awareness

4. Positive Client Focused

5. Mastery

Strategy for SM

a. No Strategyb. Few projectsc. Few Champions

a. Reactive – little planning

b. Fearful & unaware of positive ROI

a. High level onlyb. Key platform

presencec. SM integrated

a. Agreedb. Integrated & ROI

definedc. Explore Opps

a. Aligned with Corporate

b. SM channels defined

Principles & Policies

a. Unstructuredb. Confusedc. No ownership

a. Informal processesb. Risk unawarec. Evolving Comms

a. SM centralisedb. SM L&Dc. High awareness

a. Policies agreedb. Cross

organisationc. Open & dynamic

a. Integrate SM & Comms goals

b. 100% awareness

Measure & Promote

a. Awareness poorb. No metricsc. Little

engagement

a. Analytics poorb. Monitoring reactivec. Confused users

a. Monitoring software

b. Focused metrics

a. All SM/CRM metrics captured

b. Feedback from users

a. Quality SM metrics

b. Feedback to strategy

c. Drives change

Platforms & Tools

a. Little Understanding

b. Few applications

a. Popular platformsb. One wayc. Listen

a. Integrated SM presence

b. Platforms linked

a. Tailored toolsb. Data capture

100%c. Seamless service

a. Open secure access

b. Advanced tools using variety media

Culture & Change Process

a. No SM resourceb. Confused users

a. Individual SM evolution

b. Loose ownershipc. Erratic

a. Awareness across the organisation

b. Authoritative voice

a. SM best practices & high participation

b. Constant content flow

a. Transparent feedback

b. All usersc. Dynamic &

engaged



Lets vote. But first, a quick test question…



You have just reversed into your Audit Committee Chair's car in the car park, what do you do?

1. Drive off and hope no one has seen you

2. Claim someone else did a hit and run!

3. Own up and face the music

4. Phone in sick

22%

9%

65%

4%



http://www.door2doordents.com/index.html

Contingent Factors in Policy DesignWhat stage of maturity is your organisation's... Strategy for

Social Media?

1. Immature2. Informal3. Develop Awareness4. Positive Client Focused5. Mastery


13%17%

65%4%

0%


Contingent Factors in Policy DesignWhat stage of maturity is your organisation's... Principles &

Policies?



0%30%

48%22%

0%


Contingent Factors in Policy DesignWhat stage of maturity is your organisation's... Measure &

Promote?



0%52%

43%4%

0%


Contingent Factors in Policy DesignWhat stage of maturity is your organisation's... Platforms &

Tools?



9%48%

35%4%4%


Contingent Factors in Policy DesignWhat stage of maturity is your organisation's... Culture &

Change Process?



0%61%

39%0%0%


Issue Management 1. Immature 2. Informal 3. Develop

Awareness4. Positive Client Focused

5. Mastery

Lack defined Strategy

Absence from SM

Ext Relations use only

Cross functional

KPI’s agreed SM strategy is the driver

Drives Value

Little Training Guidance

None Generic Company Specific

Site & Goal Specific

Company & Goal specific

Drives Value

Lack of Controls

Shared password

Unique account

Secure Passwords

Vault storage Password Standards

applied

100% Controlled

Social Media activity ignored

Unaware of access

Prohibition thru

technology

Allowed and tracked

SM feedback integrated

into business

Monitoring public

domains

SM Managed

Failure to Monitor

No value No use of data

captured

Proactive Listening

Automated listening

Aligns with strategy and

risk mitigation

Strategic Monitoring

Ignorance of SM

No value in engaging

Value aware but no action

SM Outbound messaging

SM – active two way dialogue

SM valued as a business

tool

SM Expert

Centralised Absence Allowed & uncontrolled

Controlled Monitored Strategically aligned

Decentralised



Research Summary• What is the profile of SM usage across

authorities and what are the perceptions of risk?

• Reassess where Authorities are regarding SM maturity

• Re Maturity of SM – do the Generational Cultural or Learning issues have any impact on our perceptions of SM?



1. To what extent is your organization making use of social media?

• Varied widely from sporadic to mature view• Comms and Marketing team in control• Mostly outward facing re updates - Use

Twitter and Facebook –service disruptions, school closures, winter updates etc, general communication plans e.g. consultation etc

• Officer to delete malicious messages• Not a great deal of interaction or in bound



2. What specific social media is being used and how?

• Twitter, Facebook, You-tube, Flickr, Wordpress• Elected members have Blogs• FB and Twitter newsfeed from website• Impression that is driven by early adaptors –

generational differences• 80% of responses referred to use of FB and

Twitter as most popular



Use of Social Media

For example• Twitter (30,447 followers), Facebook (542 likes) , Flickr

(140 photos), You Tube (81 subscribers, 57,314 views), Mobile Apps “My Glasgow”, Internet and email

• The Online Services Team post news, events and answers to questions from Fife Council followers. In addition they share/re-tweet posts from the 357 organisations that they follow, which they think would be of interest to Fife Council’s followers.



3. What guidelines or policies on the use of social media are in operation?

Not Known

Informal Policies Set

Promoted

10 25 60 5



4. Outline any problems which have been encountered in its application?

• Unaware of problems• Policies need to evolve• Immediacy and accurate• Engage + tone• Are we measuring the right things?• What about inbound?• Inappropriate postings



5. What action has been taken, or is being taken, to minimise risk?

Not Known Some Action

Policies Set Advanced Policy+

10 10 40 40



Minimising Risk

• Prior to adoption the IT risks were considered by our IT division and the web filtering and security software was upgraded

• Use of ‘Crowd control’ software – monitors and highlights the use of nominated terms and allows identification of where posters are, monitors trends and traffic levels etc

• Monitoring and learning from experience to date• Using customer contact centre staff to engage with

those who engage with the Councilwww.philipatkinson.com


6. What are the major advantages of using social media to your organisation?

Vital Quick release, sharing vital info in real time 25

Big opportunity for ‘us’ for those on the move 15

Important Project modern Image and brand 10

Citizen stakeholder interaction feedback and choice 10

Moderate Cheaper, cost effective 7

Direct to targeted citizens appeals to their way of communicating, listening and engaging

7

Little Educating, Comms to media, talk to those who don’t have access, 24/7 and many others

26



7. What should be the role of Internal Audit in relation to social media within your authority?

Major Issues Report on Policies in Place, Review Adherence

Important Engagement & Participation in Design, Risk Mgt

Minor Issues Operational Control

Brand & Customer Loyalty

Monitoring staff on line



8. How can it be monitored?

SW, Tools, Real Time alerts 35Line Management 15Policies & Protocols 10Comms Team 10Informal oversight, ICT services, Risk Register, On-line team, Comms, General email account etc

30



9. Is the use of social media allowable within the authority?

Yes with Strict Guidelines 80No – not yet 20



10. Should social media be open to the use of all local authority employees?

Yes, where there is a business need, and provided that they are aware of the risks and the standards of behaviour that are appropriate, and adequate monitoring is in place.

55

No – governance is required to ensure staff competency on using social media and procedures in place to balance of risk and control for reputation of the Council.

45



11. What role should SLACIAG play in understanding the implications of social media for their

membership and their authorities?

1 RM Assess Risks of SM, strategic role of SM, data security, safe harbour storage, access, SLA’s

28

2 Learning, Training Opportunity 243 Raise awareness & Good Practise 164 Promote U/D to Authorities Balanced Benefits vs. Risk 165 Enable Members to UD SM 96 Depends on SM Maturity 7



12. Do you think SLACIAG use Social Media for its own purposes, and what could they be?

Linkedin - comments – Limited, SM Champion, twitter

41

No strong views 32Promoting IA issues as voice of LG 27

“Possibly – but do we have enough to say and is the audience wide enough?”



1. How are you as an individual making use of Social media and if not – why not?

Advanced Usage

Recreational & Selective

Minimal No

12 40 32 16



2. Have you ever encountered any problems in the use of Social media? How did you overcome these?

None only minor 70

Some difficulty using and learning 10

N/A 20



What action have you taken to minimise personal risk through the use of Social Media?


• Decent Passwords• Restrict access• Never comment on sensitive issues• Separate public from private• Maximum security settings• No reference to employer


Developing Social MediaStage2: Designing Learning1. Who needs L&D?2. Have you identified specific learning needs?3. How will you deliver?



Developing Social MediaStage 3: Generating Awareness1. Benefits of raising awareness2. Who are your core audiences?3. How are you going to deliver?



Developing Social MediaStage 4: Resolving Issues1. What do you need to monitor?2. How can you do that?3. Who is responsible?4. Where does IA fit into the process?



Developing Social MediaStage 5: Putting it into Action



social media: a strategic view slaciag workshop leader: philip atkinson

Documents

sm centralised b

benefits of sm

sm ld c

quality sm metrics b

integrated sm presence

strategy b

sm channels

sm trends