Social Media Strategy in the Public Sector

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#SCW2016

STRATEGY - the practice of figuring out the best way to get from here to there

Strategy

Tactics

Review

Reference group

Actionable tracks

Interviews

Content strategy

Training & leaning

Competitors

Analysis Data & insights

Business objectives

Recommendations

Core messages

Baseline

SOCIAL MEDIA STRATEGY PROCESS

Content activation

Strategy

Tactics

Review

Reference group

Actionable tracks

Interviews

Content strategy

Training & leaning

Competitors

Analysis Data & insights

Business objectives

Recommendations

Core messages

Baseline

Content activation

Governance

Culture

Organisation

The people

Special “public sphere” treatment

taking good care…

Strategy

Tactics

Review

Reference group

Actionable tracks

Interviews

Content strategy

Training & leaning

Competitors

Analysis Data & insights

Business objectives

Recommendations

Core messages

Baseline

Content activation

Governance

Culture

Organisation

The people

How you want it to be

Strategy

Tactics

Review

Reference group

Actionable tracks

Interviews

Content strategy

Training & leaning

Competitors

Analysis Data & insights

Business objectives

Recommendations

Core messages

Baseline

Content activation

Governance

Culture

Organisation

The people

…and the reality!

“Why should i care about my water and heating supplier?”

STRATEGY PLAYBOOK

GUIDELINES

Hofor: a “silo” organisation

Customer Service

Water supply

Gas supply

District heating

Commu-

Wind & energy

The role of social media in a utility

Customer Water

supply

Gas supply

District heating

Commu-nication

Wind & energy

Social media

Stand alone actions Coordinated and systematic

Before and After: Aligning Social Initiatives

HOFOR

•“Den sociale organisation”: Svagt skel mellem intern og ekstern brug

•Adoptering af sociale medieresultater i ledelsens beslutninger

•Kunder og omverden aktive medskabere af brandet

•Interne teams under positivt pres for medindflydelse

•Alle fra bund til direktion bidrager aktivt til social værdiskabelse

•Omnichannel med social som driver for vækst og fastholdelse

•Målrettet indsats for monitorering og aktivering af målgrupper

•Dialog med kunder og community søges aktivt

•Indhold skabes af hele organisationen —> social first

•Program for KPI-måling

•Team aktiv medspiller i alle faser af organisationens drift

•Tværsektoral organisering og vidensdeling i team

•Samlet brand skaber værdi gennem koordinerede initativer

•Strategisk retning skaber forankring i teams.

•Overvågning og effektmåling bidrager til produkt-forbedringer.

•Erfaringer og resultater spredes opad i org.

•Initiativer hos få ildsjæle •Funktionel adskillelse mellem afdelingers brug

•Kampagner håndteres isoleret

•Ingen eller lidt strategi eller planlægning

•Ressourcer allokeres ad hoc

Consolidating Transforming Core businessExperimenting

Social media Maturity ladder

Key results

Acute crashes

5 strategic tracks

Branding & campaigns

Project communication

Energy counseling

Customer service

Channel strategy

KPI’s & Metrics

Change in focus

From inside-out To outside-in

5 take-aways

Handling stakeholders come before content…

‣ Political organisations need special treats

‣ Knowing the unknown agenda‣ Building relations to key influencers‣ Ambassador programme

Assembling a “Reference Group”

‣ Interviews and workshop participants

‣ Empowerment and inclusion‣ Continuous feedback‣ Common feeling of ownership

CEO and Leadership as Ambassadors

Customer Service + Social Media = Front Desk

‣ Deep links between the two silos‣ System integration and policies‣ Part of customer experience team

Strategy rolling out in agile phases

Strategy Integration Anchoring

‣ Rasmus Ellegaard Haukrogh ‣ Founder ⎪ Senior Social Media Strategist ‣ +45 9397 5334 ‣ rasmushaukrogh@gmail.com ‣ @rasmushaukrogh

‣ Social media strategy ‣ Playbooks ‣ Guidelines & recommendations ‣ Content & activation ‣ Facilitation and learning

THANKS! FEEL FREE TO REACH OUT!

?@rasmushaukrogh

#SCW2016