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Contents
1. Having a Social Media Strategy is Key
2. Governance
3. Auditing Practicalities
About me
Hypothetical
Risk
NOT just PR / brand reputation BUT also implications for logistics, retail stores, customer experience, purchasing, supplier relations, purchasing, government relations, regulators e.g. ACCC
Objectives
1. To convey the importance of an effective social media Strategy 2. To outline the components of social media Governance 3. To address some auditing practicalities
Intelligence
Communities Governance
monitoring, collecting and analyzing social data to make informed, agile business and policy decisions building owned social platforms for listening, support, building, collaborating, content
social business metrics, ROI, policy and guidelines, processes, risk management, compliance
1.Assess
8.Monitor
2.Strategise
7.Engage
3.Create
6.Share
4.Protect
5.Participate
Cross-functional
A social risk management program needs cross-functional input: Compliance Technology Information Security Legal HR PR & Comms Digital Marketing Social Media!
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Governance
Social Media Strategy Regular Reporting of ROI Mandatory Monitoring of Social Channels Social Media Policy Plans, Action, Compliance Management of 3rd Party Vendors Employee Training Compliance Protocols
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Policies regarding the use and monitoring of social media, and compliance with all applicable consumer protection laws. Social media policies should incorporate procedures addressing risks from online postings, edits and replies.
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Compliance Protocols
Audit and compliance functions to ensure ongoing compliance with internal policies and all applicable laws, regulations, and guidance.
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Audit questions
Are there methodologies, techniques and tools in place covering: Social Media Strategy Regular Reporting of ROI Mandatory Monitoring of Social Channels Social Media Policy Plans, Action, Compliance Management of 3rd Party Vendors Employee Training Compliance Protocols
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Auditing Practicalities
Practicalities
Examine risks by business use case
Lead generation
Customer service & complaints Innovation & product development Employee relations Business partner relations
Operational Risk
1. Social media is one of several platforms vulnerable to account takeover and the distribution of malware.
2. Organisations must ensure that the controls they implements to protect their systems and safeguard customer information from malicious software adequately address social media usage.
3. Financial institutions incident response protocol regarding a security event, such as a data breach or account takeover, should include social media.
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Hijacked
Burger Kings official Twitter handle suffered a cyber attack on Monday [Feb 18, 2013]. Hackers switched the branding to that of rival McDonald's and claimed the restaurant chain just got sold ... because the whopper flopped.
The hackers sent more than 25 tweets and re-tweets on the handle, several poking fun at Burger King, insinuating unethical behaviour about its employees and using intentionally offensive language and racial slurs.
http://www.foxbusiness.com/technology/2013/02/18/burger-king-twitter-account-hacked-rebranded-to-mcdonald/
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No opt-out !
An institution that has chosen not to use social media must still be prepared to address the potential for negative comments or complaints that may arise within social media platforms and provide guidance for employee use of social media.
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Resources
Awareness
Mark Pearson @journlaw
Social media best practice: New guidelines released Australian Association of National Advertisers (AANA) see
http://www.leadingcompany.com.au/technology/social-media-bestpractice-new-guidelines-released/201211283150
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Walter Adamson
Speaker Notes
Walter Adamson is a social media business specialist. He is General Manager Victoria of Kinship Digital which helps clients attract & retain employees & customers by leveraging social media tools. This includes reputation monitoring, governance and risk management. Walter has an extensive background in enterprise and as an independent consultant focused on IT strategy and advising owners and managers of IT businesses. He was also the Independent Advisor to the ICT Strategy Board of the Government of Victoria for 4 years. He has held executive roles as CIO, VP International Business Development, and Corporate VP IT Strategy, and also worked in Corporate Planning at BHP. Walter established the Internal IT Audit function at BHP and led it for 3 years, and was one of the first Certified Information Systems Auditors in Australia. He is also a Certified Social Media Strategist and holds a M.Sc. in Computing Science.
walter.adamson@kinshipdigital.com Connect on Linkedin http://linkedin.com/in/adamson Follow me on Twitter @adamson m: +61 403 345 632
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