Everyone makes mistakes, but for social media teams, one wrong click can mean catastrophe. @USAirways experienced this yesterday when it responded to a customer complaint on Twitter with a pornographic image, quickly escalating into every social media manager’s worst nightmare.
Not only is this one of the most obscene social media #fails to date, but the marketers operating the airline’s Twitter handle left the post online for close to an hour. In the age of social media, it might as well have remained up there for a decade. Regardless of how or why this happened, this event immediately paints a picture of incompetence at US Airways, as well as the newly merged American Airlines brand.
It also indicates a lack of effective oversight and governance.
While details are still emerging, initial reports indicate that human error was the cause of the errant US Airways tweet, which likely means it was a copy and paste mistake or the image was saved incorrectly and selected from the wrong stream. In any case, basic controls could have prevented this brand disaster:
US Airways could have built a process where all outgoing posts that contain an image must be reviewed by a secondary reviewer or manager;
It could have segregated its social content library so that posts flagged for spam don’t appear for outgoing posts;
It could have leveraged technology that previews the full post and image before publishing.
It should come as no surprise that regulators and organizations alike struggle to set and enforce guidelines for social media activity. It’s not just that the rise of social media is rapidly transforming the way we interact with people, customers, and brands; but also how many ways this transformation is happening.
The core issue is that social media alters the way we as individuals share who we are, merging our roles as people, professionals, and consumers. As we share more of ourselves on a growing number of social networks, questions quickly surface:
How frequently and on what social networks should we post?
When should we present ourselves in our professional role versus sharing our personal opinions?
Is it okay to be social media friends with co-workers, clients, or your boss?
These are complicated matters for individuals, and absolute conundrums for organizations concerned with how employees behave and interact with others in, and outside of, the workplace. Their questions are even more complicated:
Can organizations dictate how their employees use social media?
Can they monitor social media conversations or use it to learn more about prospective job applicants?
When does the personal connection allowed by social media tools cross the line from business to personal?
The Renaissance was possible because of dissemination of ideas from the later 15th century. The availability of paper and the subsequent invention of the printing press in 1445 forever changed the lives of people in Europe and, eventually, all over the world. Previously, bookmaking entailed copying all the words and illustrations by hand, often onto parchment or animal skin. The labor that went into creating books made each one very expensive to make and acquire. The advent of the printing press helped produce books better, faster, and cheaper and led to disruptive cultural revolution.
We are experiencing a very similar phenomenon today. We are in the midst of digital disruption. The printing press of our time is platforms such as social, mobile, cloud and analytics that help propagate value to our customers better, faster and more cheaply than previously available options. So whether you are on board or not, this disruption is taking place; the two choices you have are: become a disruptive CIO or be disrupted.
The most engaging, most entertaining, and most stimulating presentation of IBM Connect 2013 came on the third day at the end of the opening session. I'm ashamed to admit that I didn't know Jane McGonigal when she came on stage. But after a minute I was fully engaged and tweeting insights and pearls of wisdom from her presentation.
I had missed the title of her presentation, but Jane was already throwing out fascinating data points on game playing. Now you have to understand, game playing to me is that thing my son does to avoid doing his homework. I haven't thought deeply about games since I built two animated game simulations on an Apple II to teach people business in my final year of university back in '84 (now I'm dating myself).
"We've invested 400,000 years playing Angry Birds" - Jane is on a roll now. I'm thinking "oh my, I too had contributed a few of those hours." Before giving it up as a colossal waste of time of course. I didn't know it, but apparently I was suffering from what Clive Thompson calls "gamers regret".
While Social Business continued to evolve in 2012, 2013 will see the emergence of digital business as a new strategic theme for many firms. What's driving this shift and what does it mean for CIOs, CEOs, and chief digital officers?
The Communications Evolution
Communications continue to evolve. Consider how humans have transformed communications over the centuries: signal fires; semaphore; Morse code; the telegraph; the telephone; telex; fax; email; SMS; Facebook; and Twitter. I have no doubt that this evolution will continue in 2013 and beyond. Perhaps beyond 2013 we will eventually achieve the ability to communicate our thoughts directly — whether we’ll want to is a different question. As people the world over learn to use new social networking tools, they drop older tools that are no longer useful to them. Regardless of where you are in your personal communications evolution, the undeniable truth is that over the past decade we have significantly changed how people communicate; we are no longer dependent upon email. But social tools and 24/7 mobile access have not removed the complexity or decreased the volume of information we must process. Time remains our most precious resource and we’ll always seek ways to use it more effectively — but social tools are not necessarily the silver bullet we might think. In 2013 we need to rethink business processes to take this new communications paradigm into account.
My colleague Ted Schadler and I published several case studies in our recent report, "The Road To Social Business Transformation Starts With A Burning Platform." What follows is one of those stories -- SAS's social collaboration platform, The Hub, designed to capture conversations that were leaking out into the public social sphere as employees attempted to share information. Here's the story:
SAS is a company noted for its focus on its people — it has appeared in every one of Fortune's lists of "100 Best Companies to Work For" during the list's 15-year history. And it's no wonder: SAS's perks include intramural sports leagues and a subsidized healthcare center. SAS's commitment to its people, though, goes beyond their health and well-being. The Cary, N.C., software vendor also wants to ensure that its people have tools that keep them connected and engaged, allowing them to stay productive and informed.
In 2009, this desire manifested itself in Senior Director of Internal Communications Karen Lee's push for creating a new platform for the corporate intranet. IT Senior Director Tom Sherrod and his team had worked closely with Karen and her team to roll out an intranet with many embedded tools, such as blogs and wikis. But Karen and company felt something was missing — they wanted a "more social intranet" that provided more information about people, such as pictures.
This case study is from TJ Keitt's and my social business playbook report, “The Road To Social Business Starts With A Burning Platform.” A social business uses technology to work efficiently using a common collaboration platform -- without being constrained by server availability or storage capacity. Here’s the story.
If you've already consolidated dozens of email systems from every vendor and era onto a single managed instance of Exchange 2007, made the shift to support 70 or more state agencies by operating as an ISP, and crunched 20 SharePoint instances down to a single scalable data center, what else is there to do? After all, you've already achieved a high state of IT operational efficiency and process optimization.
If you are Ed Valencia, CTO and Deputy Commissioner, and Tarek Tomes, Customer and Service Management, Assistant Commissioner, the State of Minnesota’s IT department (MN.IT), you step back and ask, “Has what we’ve done really helped the business communicate and collaborate efficiently and effectively?” They knew they could do more by moving their collaboration workloads into the cloud.
So they took a gamble that Microsoft's Office 365 Dedicated offering was ready for the State of Minnesota. Office 365 Dedicated has opened new doors for people throughout the State of Minnesota government. Agencies can collaborate with one another because the common collaboration platform integrates the disparate directories of the different government entities. For example, the Governor can send a message to every agency in the executive branch through this common platform.
For social media evangelists, the question on everyone's mind is this: "How do we effectively measure the business value of social initiatives?"
Even when we get close, there's always that pesky issue of causation vs. correlation — can we really prove causation even for examples with high correlation between social initiatives and business outcomes? (Read Freakonomics, or watch the documentary, for insights into the challenges of causation vs. correlation.)
My colleague Ted Schadler and I published several case studies in our recent report, "The Road To Social Business Transformation Starts With A Burning Platform." What follows is one of those stories -- Symantec's creation and roll-out of a social media initiative designed to funnel data from the social media sphere into the business to improve responsiveness to market trends. Here's the story:
Tristan Bishop, director of digital strategy at Symantec, knew something very important: If you listen to your customers, you can create a great experience that leads to customer loyalty. Of course, this knowledge was useless unless he could find a way to get the issues customers raised to the group within Symantec that could take appropriate action. So, in June 2011, Tristan worked with his manager, David Sward, senior director of user experience, to propose a plan to Symantec executives for exploring ways to uncover areas for customer experience improvements in social media. Symantec subsequently funded the project.
Around the time that Tristan was experimenting with social listening technology, Ellen Hayes, group manager, corporate communications and social strategy, and the social media team were working on a social listening initiative of their own for brand reputation management and public relations purposes. When they learned of what Tristan was doing, an idea emerged — they should marry their efforts to Tristan's.
My colleague Ted Schadler and I recently completed a six month investigation into social business and collaborative transformation. As the title of the report -- The Road To Social Business Starts With A Burning Platform -- suggests, these complex workforce programs work when there is a compelling motivation to change behaviors among employees, business sponsors, andRead more