How are today’s social media teams structured? Ever wonder who’s behind those corporate Twitter and Facebook accounts? Think there’s more to it than an intern just tweeting haphazardly?
This data, in the below graphic, is compiled from Altimeter’s recent survey to 144 global national corporations with over 1000 employees shows how today’s teams in 2011 are breaking down. This is the core team that operates the social media program within a corporation, often within corporate communications or a marketing function they will work with other business units. For very large corporations, they may be fragmented among many business units (the Dandelion model), and this data doesn’t even include agency, consultants, or even research firms who help out. Here’s what we found:
Finding: A Social Media Team Consists of Four Major Functions
While the team size may vary, it’s important to understand the components of a team. Also, it’s key to look at the ratios between the groups, so companies can know how to plan and budget. Although you can learn more about the specific titles here, among the responses, we found a trend of four key groups, segmented by:
- Leadership Team: We found 1.5 folks are focused on leadership and vision, the most common title is the Corporate Social Strategist, and we published a research report discussing the aspirations and challenges of this Open Leader, and how they organize internally. They are primarily focused on the overall program ROI, and are internally focused to drive business results. This role is a requirement, even if it’s a part time role.
- Business Unit Facing: Two folks are facing the business units (liason, education), and work inside of the company to help multiple business units from sales, support, products, field, execs get on board. Often they can be segmented by region (like Sarah Goodall, SAPs EMEA social strategist) and even by product units. These roles are key for coordinated scale, once the center of excellence has been established
- Market-Facing: Three three community managers are facing customers, and serve as a go-between to balance the needs between customers and the corporation, I’ve written at length about these important professionals, see all tagged posts. These units are key for customer interaction, but in the end cannot scale and will shift to advocacy or enable customers to respond to each other.
- Program Management: We found 4.5 are in program management (developers, analytics) that keep the ship growing by running programs often at the corporate level like the social media managers, the analyst that’s conducting reporting and brand monitoring programs, and lastly the developer teams, which get systems to work. As a corporate resources serving spokes, these roles are key, esp as data needs to be aggregated for business intelligence.
Applying This Data To Your Program
Averages are helpful, but only if we can apply this to your business, and because it’s not easy to publish about all the variations, here’s how to apply it to your business:
- Company size changes team headcount –yet ratios likely stay same. This is an average, so the changes of you having exactly 11 folks is not likely, chances are your company is larger or smaller than this average –and your team size will vary. In fact, this is often a cross-functional team, as a majority of companies are in the hub and spoke or dandelion models. In fact, if your company is smaller, you may be wearing multiple hats –but we should expect the ratios of the roles to roughly average out, all things equal.
- Mature programs shift to empowerment, changing team dynamic. We’ve sorted data by maturity in previous sample sizes, and know that in 2010 the team sizes were a little under 4 for novice, about 8 for intermediate, and could get up to 20 for mature programs, read the report on budgets and team sizes. You should expect similar modeling to occur in all corporations. Furthermore, we’ve seen trends that more advanced companies will have more business unit liasons to empower teams, and reduce their core community managers as the conversations move the edges of the company.
- If these teams are successful, they fade into the background. In the future, these teams will likely shrink, or evolve into customer experience teams. Know that the corporate social strategist will work themselves out of a job. Why? Business units will be able to operate their own programs without excessive oversight, following program guidelines, and using pre0-set best practices and sanctioned software systems. With that said, a core team will always be required, to coordinate the enterprise, but we predict this will evolve into a customer experience team (or back into the CX team)
Thanks to Christine Tran, Senior Researcher at Altimeter (and part-time tomato farmer) for work on surveying brands, analysis, and collating data for this graphic. If you’re in one of these teams, I would to hear from you, what your team size is, composition, in the comments below.
Update: Here’s a related graphic detailed the team roles and descriptions, all from the report on Social Business Readiness where the data above is from.