… is a must, but it has to be performed in stages. First one has to foster usage and establish credibility, second educate, evangelise and support. Social media guidelines are made for that. They are a tool aimed at encouraging best practices, rather than a weapon of mass destruction of your enterprise team spirit. This is why I didn’t want to have Social Media Guidelines posted at the beginning of our Social Media endeavours. Instead I thought it was best to foster usage, gather a number of like-minded people who would contribute to the same platforms in a collaborative manner.
It is any wonder that the strongest community on our internal collaboration platform is that of our experts who are blogging on the Orange Business Services platform (http://blogs.orange-business.com)? Right from day one, we started to structure this initiative in a decentralised way, ensuring that our experts were empowered in order to create user generated content. Now, this has created motivation and enthusiasm amongst the teams who are more than ever determined to keep this new media. Once and this empowerment has been established, then and only then can we deploy our social media guidelines, as was done in early October 2011; they are also made available to all viewers at http://orange.com/smg.
In Social Media as in many other areas, we are learning as we go along, but we have discovered that there are certain methods which worked well for us and I will be sharing them with you today. We aren’t probably doing everything right, but we are learning every day and experimenting a lot. As I keep saying, there is no such thing as a social media expert, we are just social media practitioners.
2. it all starts with your team
Team involvement is key. It’s the foundation for sound change management. First, one has to establish credibility, then find change agents, and last but not least, ensure that one educates, encourages and supports employees. The coordination team is at the centre of the hub and spoke approach.
As a matter of fact, our role extends beyond Facebook (or Twitter, G+ etc.) page management, it’s a coordination effort. And coordination starts with practice. How on earth would we be able to share best practices if we didn’t practice ourselves?! Tools are interchangeable, but people and knowhow aren’t, and some if not most of the knowledge has to be developed in-house, this is something I am very keen on.
Our tasks therefore extend beyond social media monitoring, we actually master (or try to master) all the facets of Social Media engagement including Digital Brand Content creation – there is someone in my team dedicated to the facilitation of the http://live.orange.blog which is more than just a blog, but a platform for both internal and external partners to exchange. This involvement turns us into internal consultants so as to be able to advise people on their Social Media Engagement and presence. Our job is not to artificially manage fan pages but to fit these tasks into the overall picture of Web communications. Over the years, we’ll see more and more of that knowledge and knowhow applied to other fan pages than our own, and devoted to the networked promotion of other entities. This is indeed starting now.
From December 7-9, I will be taking part in Le Web in Paris and leading an international team of bloggers from and outside Orange
Readers who are not able to make it to the event will nonetheless be able to keep in touch with what happens in Paris at Le Web thanks to our twitter handle @orange, which will lead them to the right resources on blog and other media. The #leweb hashtag will also be funnelled through Orange Timeline so you can see, not only what we are going to tweet and post during the event, but all the content provided by all users talking/writing about the event.
Discover our Social media team’s members
Glenn Le Santo
Writer. Journalist. Broadcaster. Photographer. PR. Social Media commentator. Speaker. His specialties are social media, mobile, people, travel Twitter @lesanto
Social Media Manager at Up 2 Social, blogger (his own blog and a collaborative one, Locita). Social media enthuastic Twitter @camj59
Mobile Marketing Strategy Marketer (at Orange France) – SoLoMo evangelist. His specialities are social, local, mobile, mcommerce, etourism, startup, entrepreneurship Twitter @laurent_local
Health 2.0 Serial Entrepreneur, Corporate Affiliate Lecturer at ESCP-Europe, operating on Soft Skills, Organizational Behavior, Web 2.0 and Open Innovation topics Twitter @raphaellelaubie
Social Media Manager, Blogger and Community Manager for MyCommunityManager – Former Mba EBusiness ESG student. Web, travel, street art and cooking geek enthusiastic Twitter @KDicop
President and chief content strategist at Dot-Connection, a small, fully bilingual consultancy based in Paris, France. Content and web management Twitter @lisajanody
Co-founder of Futurity Media with Anthony Plewes. Stewart’s focus in Futurity Media is in emerging technologies, social media and future gazing. A graduate of philosophy & science, he has studied futurology & foresight to post-grad level. Twitter @stewartbaines
This is the session synopsis of my keynote presentation at Figaro Digital in London on November 23, 2011. I only used a few slides which I will provide later on. In this presentation I gave my tips for organising social media teams in large organisations, based on my current experience at Orange.
This is part 1 of this presentation. In order to gather all parts, click or use the following short link: http://bit.ly/figaroyag11
November 2011 is a critical month for instance: Google+ released its business pages on November 4th, 2011 and everybody in Socialmedia.org and everywhere else is asking themselves whether to dip or not to dip a toe in the water … It may seem trivial but how do we get ourselves organised? Do we have to throw more budget onto this – and if so for what purpose? – Or more resources, or do nothing and then run the risk of being a laggard? Decision-making has to be brisk, and the consequences aren’t minimal. Building a new network of fans/followers/likers … whatever you call them is the basis for doing community work and practice word of mouth marketing, and it is a job which requires many efforts and resources.
Even on existing platforms, one has to improve the way in which we are responding. It is particularly true at Orange, because we are a popular service provider with millions of clients and like any other service provider, one has to pay a lot of attention to customer service. It is therefore of paramount importance that we – at Corporate communications – understand that.
As a conclusion to his presentation, Jeremiah demonstrated that there were 4 potential organisational models and that the only viable one in a large organisation, the only one which scales, is the one called multiple hub and spoke or “dandelion”, in which empowerment is enforced, and the focus is on education, delegation, cross-organisational work and best practice sharing.
Now that we have established that there is a strong requirement for implementing the “dandelion” organisation, how do we do that? And how do we do that in a mostly de-centralised organisation. Most organisations, a fact I was able to witness throughout my career, are de-centralised. De-centralised organisations are more creative, but they are also more challenging with regard to how one implements programmes across the board. If your organisation is more regimental, and all you need to do is press a button this presentation isn’t for you. Having said that, even in the Army when I was part of it, I witnessed a lot of de-centralisation which gave us leeway to do things and innovate at our level.
We have been busy working on Social Media at Orange for a long time now. Even though it’s only 4 years, Internet years are said to be longer than ordinary years, only Internet pioneers remember that though. When I started working in this industry this is what used to be common knowledge. Internet years were likened to dog-years, i.e. supposedly 1 year equalled 7 years. Although there is nothing scientific to back this statement up, it is true that a lot has happened in just 4 years and sometimes I realised that everything we have learned has to be re-learned time and time again. 4 years later, approximately 200 people – the number was officially quoted by my colleague who is in charge of our digital HR strategy – are working in and around social media at Orange worldwide. This is a lot of people, but not out of proportion (we have 169,000 employees worldwide). Yet, the challenge described by Jeremiah Owyang in his presentation are really pertinent.
In this article, Time magazine have produced their own info-graphic from data taken from the World Bank, OECD and the IMF.
Their diagram (thumbnail picture on the lefthand side, buy a reprint for details) shows that it’s easier to do business in many countries in which it is customary to say that it’s not easy to do business.
Beyond the obvious first two contenders (US and UK) we find countries not always hailed for their lack of regulations like Saudi Arabia, Australia, Germany, Japan… And France!
Despite what whingers are saying, it is therefore easier to do business according in those countries. The criteria set by Time magazine used to determine this index are a mix of tax code, loan availability, and numbers such as “the number of days to build a warehouse”; this index is set against the growth of GDP.
From this diagram we can conclude two main things:
Firstly that we have to debunk the myth about deregulation is making it easier for people to do business. There are other criteria in fact. If it takes “311 days to build a warehouse” as in does in China for instance, deregulation might not be very helpful to you. There are other factors such as corruption ,
Secondly, it shows that the the ease of doing business is in fact, even if this is counter-intuitive, not really conducive to important increases in GDP. Another way of looking at it would be to say that the countries in which growth is slowing down need to make it easier for people to do business, but those which are doing well don’t.
As a conclusion, entrepreneurs may be reassured that going through the red tape may in fact be probably good for their own business.