The purpose of this post is to be a living document and industry reference on the topic of social media teams, as part as my ongoing coverage of corporate social media programs. This perspective stems from industry research and deeper client engagements, see other ‘breakdown‘ posts.
By definition, social business requires transformation within a company, resulting in leadership, program management, and a team to see this change through. In most cases, we see this team as a centralized resource that’s often cross-functional working closely with a number of corporate functions as well as business units ranging from product teams, geographies, the field, and departments. Without this team, the company will struggle to scale as different business units launch their own programs in a uncoordinated manner resulting in a fragmented customer experience, replication of duties, slow response in a coordinated manner, and a variety of tools, agencies, and vendors intersecting into the company.
Definition: The Corporate Social Media team is business program lead by a corporate social strategist that achieves business goals using social tools by coordinating with multiple business units across the enterprise.
Starting with Strategy
Before rolling out any team or putting job descriptions on the careers page, the leadership team and executive sponsors must ensure the right mindset and systematic rollout are in place. We find that many companies who are successful follow the following traits:
- Align with Corporate Goals –Not Social Media Goals. Don’t start with the aim of fans and followers instead first, have a business purpose that aligns with goals executives have already set, strategists should already know these, and then meld this new medium to these. Next, evaluate current skillset and resources including obtaining resources from existing teams. I typically see companies developing a business case, with a request for resources and executive blessing from a charter.
- Systematically Roll Out Program use Hierarchy of Needs. Companies who run and deploy blogs/communities/FB pages are at risk by not first getting ready. We found that advanced companies have deployed internal readiness such as governance, education, policies, process, and a roll-out program in a pragmatic method –not jumped to implementation. Read the Social Readiness report to learn more.
- To Scale, Let Go; Empower Business Units. Companies who reach a level of maturity often allow trusted and trained business units to implement their own social programs after aligning to the program charter of the social media team. This state allows business units to manage and deploy their program –encouraging scale and customization and speed at local levels.
Detailed Anatomy of Team
Altimeter found in a former survey of 144 global national corporations (read the full report) that the average composition of an enterprise class (over 1000 employees) company’s full time social media team is 11 professionals, often cross-functional. This research includes dozens of interviews and close interaction with Altimeter brand side clients who are leading these programs on a daily basis.
Matrix: Breakdown of the Corporate Social Strategist Team
Note that in smaller teams, individuals may cover multiple roles, and in most cases these are cross-functional teams, as community managers may often come from product marketing, customer support, or corporate communications.
||What No One Tells You
||Leader and program manager,The program leader for social business, the strategist is responsible for overall vision and accountability towards investments. We’ve done a detailed study on the career path of the social strategist including demographics, psychographics, business goals and challenges.
||Don’t hire an evangelist if they don’t have program manager chops. This individual must run a business program, and able to measure against real business results like: leads, sentiment, csat, customer support, and reduced costs.
||Primarily outbound and customer-facing, this role is a trusted member of the community, serving as a liaison between the community and the brand. These are often the most under-appreciated professionals in the team as they deal with customer woes time off hours and some even suffer personally as they deal with customer angst.
||Hire community managers that are balance brand enthusiasm with passion for customers –these are not PR pros that are on party message, but instead are trusted members of the community. Read the four tenants of the community manager to learn more. Celebrate these roles on Community Manager Appreciation Day.
|Business Unit Liason
||These internal facing members have a primary duty of reaching out to business units to get them to collaborate, get on board and often join a center of excellence. They may also represent a particular business unit, department, product line, or region. These are key conduits to maintaining relationships with many business teams, and are key for achieving enterprise coordination in scale.
||As an interface inside of larger corporations, this role serves as an internal conduit to 1.5 coordinate efforts with other business units, in order to provide them with resources, as well as ensure consistency. Yet don’t let them talk to business units unarmed, they should have a checklist of requirements and slot in education manager to obtain consistency.
||This often part-time role is designed to serve multiple business units and rank-and- .5 file employees in planning and organizing social media education, including best Manager! practices, policies, and resources
||Seek an individual that knows both social technologies but is patient to teach executives, business program managers, the team and rank and file. Encourage them to work closely with existing education programs.
|Social Media Manager
||This professional will have several projects with fixed stop dates to manage and ongoing programs. This may include launching programs, managing campaigns, dealing with agencies, and keeping teams on timelines. They may work in corporate or with business units.
||This individual is the engine of the team that keeps time, resources, and expectations aligned. Beyond finding social media expertise, look for project managers that have a background in operations or may be project managed certified.
||Using brand monitoring, social analytics, web analytics, and traditional marketing 1 tools, the social analyst is responsible for measurement and reporting across the entire program and for individual business units
||This individual should be able to see the big picture of the forest and ascertain how social is impacting the customer experience and business beyond minute details.
||The web developer typically already exists at the company, yet provides dedicated assistance to help plan, brand, configure, and integrate social technologies as stand- alone efforts, or into existing systems
||Work with a developer that is capable of connecting disparate social technologies with existing enterprise systems. As social software suites become dominant, the need for data integration will become a strategic asset for corporations.
|Content Strategist (new role)
||This individual will coordinate content strategies across the enterprise, customers, and partners, spanning both advertising, corporate content and social media content.
||Ensure this person is well read on Altimeter colleague Rebecca Lieb’s book on Content Marketing, and research report on same topic.
||This role already existing in many corporations and will closely work with team to integrate social into all digital channels, both online, on TV, in real world and beyond.
||Ensure this role knows that social can be a different medium and may require longer term efforts, dealing with negative content, and a rapid response team.
||Most companies rely on third party experts, both digital agencies and specialized social media agency of records. These teams can provide services for education, strategy, creative, content management, community management, analytics and beyond.
||Over the coming period, expect that the social media agency of record (SMaoR) will start to vaporize as digital agencies offer similar offerings, acquire them, or social agencies offer ads.
Common Team Characteristics by Maturity
Not all teams are equal, and we’ve measured the sophistication of teams by maturation which is dependent upon culture, resources, duration, and team skills to navigate. While it’s difficult to put a team in a direct specific column, the following trends are common across the following maturation phases.
||Evangelism, Education, Catalzying Change
||Program Formation, Coalescing, Coordination as a Central Resource
||Empowerment of business units to succeed within established guidelines
|Primary Focus Areas
||Proving business case, wrangling business units, scrapping for resources
||Managing interest from business units that may be out of control, or getting the entire org coordinate and on board. Still proving business case to executives and business units that are threatended
||Company is on board, consistently, yet primary focus is integrating into existing business systems and optomization
||Often a small scrappy team (3) of just a few folks, this team has a small budget and humble set of resources that likely include brand monitoring, social media management tools and online communities.
||Typically, we see a larger increase of internal team size (8) there are more resources being applied to this program. At this phase, most companies launch centralized resources (often called a Center of Excellence) to serve the corporation.
||Often a larger team size that we’ve seen grow beyond 20 folks in an FTE capacity this dedicated team is cross-functional, yet has consolidated leadership from a core function across the enterprise.
|How to Drive Business Case
||When pitching to executives, focus on three data points: 1) Social is a trend, not a fad 2) Our customers are using it (show data and anecdotes, 3) These are trusted conversations (show Edelman data) and we’re not actively involved.
||Focus on risk of social media proliferation and social crises from risk of lack of coordination. Show cost benefit analysis of not conjoining a single program
||Ensure programs are aligned with business objectives that executives are setting, if it’s market size increase, more leads, or better customer satisfcation, integrate into these existing programs.
Prior Research and Web Strategy Resources
This has been my core research coverage over last few years, here’s some of my prior reports and resources, that span career paths, team orgs, tools, industry hires, and list of team leaders.
Select Industry Resources
I read as much as I could that was already published online, here’s a few select resources for further insights.
- Building a Social Media Team Slideshare (Humana) by Amber Naslund of Radian6
- Building Your Internal Social Media Expert Team by J-P De Clerck
- Who should “own” social media at your company by HubSpot
- Data, published in 2012, from Spredfast report on Social Media team stats, by Spredfast
- Book The Social Media Strategist by Chris Barger (former-GM strategist now Voce)
- Smart Business, Social Business, Michael Brito (former-Intel strategist now Edelman)
- Diagram of Agency and Brand team working together by Vertical Measures
- Mashable on Define the Role of Your Social Media Team (JetBlue) by Erica Swallow
- Social Media Staffing and the Org Chart (put it everywhere) by Council and Support for Education Advancement
- Building your Social Media Team by Guy Clapperton
- Establishing A Centralized Social Media Management Model (with Diagrams) by Patrick Cummings
- David Armano has several diagrams ranging from org models, to center of excellence integration, David Armano
- On a humorous note, see org chart including a VP of Poking, by David Berkowitz of 360i
- Spredfast has a report with team breakdown via Jim Rudden, Spredfast
Future of Social Media Teams
In closing, these teams are dedicated units that are serving the corporation in a cross-functional manner. In time, they will give up much of the deployment in exchange for allowing business units to scale. Expect that these teams evolve or become subsumed into content strategy teams, digital marketing, or customer experience teams that span multiple channels and mediums, as they are already not limited to social channels.
Normalization in corporations
Dan Schawbel eloquently writes his position on why he believes that in the future that there will not be any social media experts within corporations. He asserts that these easy to use communication tools will normalize and be adopted by everyone –without having a centralized resource. He uses the metaphor of email experts in the 60s and how they aren’t needed now. He’s not the only one to think this, this is a stance Edelman’s Steve Rubel also takes.
Trendwatch: Roles are appearing
I respectfully disagree, as I’m seeing something else happen: centralized groups of social media decision making, budgets, best practices, and training are emerging within corporations –some are centralizing. One thing is for certain: full time and part time roles are being created at enterprise class companies, and my list grows each week. (I started with 8 ).
[As real business goals, budgets and resources are put towards social media, corporations naturally react with dedicated roles]
Examining email usage as a model
The metaphor for we don’t have ‘email experts’ in 2008 isn’t quite true, as there is a whole class of marketers that have appeared called Direct Marketers that focus on email marketing. While email certainly has become a ubiqutious tool, it takes a certain skillset to masterfully (and often not) derive effective email marketing campaigns. While everyone can fire off an email to customers, planning, care, and experience are required when sending emails to thousands and millions of prospects and customers –as they are representing the brand in an official context.
Why coordination will be more successful than not
While I agree every employee represents the brand, we’ve got to realize that in many cases, brands that adopt social media are using it for marketing efforts, campaigns, and programs –all in a coordinated way. As a result, they have to pitch to management, assemble budgets, get headcount, and measure the accountability of their actions. Without having a real plan and strategy, you risk creating a fragmented experience to your customers, having redundancies from different folks in your organization, and lack true organization.
In fact, I had breakfast with LaSandra Brill of Cisco who has one of these dedicated roles, and she already sees that “Social Media roles will likely centralize, and in some cases in MarCom”. I’d add that’s similar to what happened to email marketing, after years of normalization with all employees.
Take for example some companies that encourage blogging from many employees, brands like IBM, Sun, Microsoft, and HP. While each could be argued to have major success from this open discussion, while they may be everywhere and talking to everyone, it’s hard to hear a single consolidated voice from the many small waves. I could quantify this by adding up the sum of comments and trackbacks for the thousands of public blogs, then divide by the total number of blogs, to derive a conversation rate, which I’ll guess would be lower than many top tech blogs.
Summary: Expect dedicated roles to appear –but as a guide, not a force
So in summary, while it seems like these tools should quickly normalize, and spread to each individuals, companies that are organized will be more effective than companies that are not. In the future, most employees will uses these tools as gracefully as email, when it comes time for comprehensive swell –internal leadership to guide the many ships will be needed. An important caveat: for success, these roles are more of coordinators, educations, and internal resources –not forceful controllers.
Trends: Corporate Adoption of Social Media: Tire, Tower, and the Wheel
Growing list of Full Time Social Media Professionals at Enterprise Corporations
A Complete list of the Many Forms of Web Marketing for 2008
Understanding the difference between a Task, Project, and Program
Forrester Report: How to Staff for Social Computing
Marshall poses the question (and does analysis and conducts informal interviews) do startups need Community Managers? He points to my growing list of enterprise class companies who are adopting these roles, but we should also examine the startup.
First of all, if you don’t know what a community manager is, start with these four tenants on my blog, or read the Forrester report (aimed towards corporate, not startups) how to staff for social computing.
An excellent piece, but let’s step it up and look at the bigger question, for startups, corporations, or mid sized companies. The real question to ask is “Should companies engage customers and prospects in a collaborative nature online”. The answer? “it depends”.
Marshall’s post gleans opinions from those that agree and disagree with the notion, all of them make sense, and I’m sure I’d agree that you don’t always need one. For example, the cash strapped company, having a dedicated role to manage community relations is costly, especially when you’re trying to get the next product iteration out. Another thought is that for small startups, nearly everyone is doing community relations, it’s not one specific role. Lastly, a few reasons why it doesn’t make sense is if there is no social aspect to your product, if it’s just being consumed, and no one has questions or needs to develop or share it with others (a component part perhaps) they the need to have relations doesn’t make sense.
Of course there are lots of considerations, Dawn lists out others, for some financial companies this may be a challenge due to legal restrictions (although Mint had Damon Billian as the community manager for some time). But taking a look at most startups (as to how Marshall is referring to them) he’s often asking about the web startups.
[Should Startups Have Community Managers? It depends, use this informal scorecard to conduct self-analysis and to trigger an internal discussion]
Startups are unique compared to large funded corporations, so, let’s list out when it makes sense and when it doesn’t using this scorecard
Add Positive Points. Startups should have a community manager when:
You should tally check marks as “+1″ for each of these:
Score one point if the startup has a thriving online discussion around their product
Score one point if the startup has a thriving discussion around the “lifestyle” that the product provides (different from above)
Score one point if the startup has an online web product or service
Score one point if the startup wants to improve products from direct customer feedback
Score one point if the startup’s business model requires third party developers to help growth
Score one point if the startup has a competitor with a community
Score one point if the startup has a strong product in the market and is ready for mass adoption
Score one point if the startup has a competitor that has a community manager role
Score one point if customers are ‘banging at the door’ with questions, suggestions from forums, blogs, and other resources.
Score one point if your customers are specifically asking for a community manager
Tally your positive score
Subtract Points. Startups should NOT have a community manager for the following scenarios
You should tally check marks as “-1″ for each of these:
Minus one point if the startup is in stealth mode and the product isn’t yet revealed
Minus one point if the startup is small enough where everyone can participate
Minus one point if no one interacts with your existing products, or perhaps it’s quickly consumed and not discussed
Minus one point if the startup is small enough where every employee can act as community liaisons
Minus one point if the startup if there is no current online discussion at the “lifestyle” level
Minus one point if the startup’s product is failing and all resources should be focused on building the product
Minus one point if the product can be supported by the community at a 95% or greater threshold
Minus TWO points if the startup’s management and the orginization is not prepared to take in community feedback to make changes.
Tally your negative score
= combine positive and negative points
Next: Conduct your own self-analysis and have an internal (and external) discussion
If you can suggest other additions or subtractions, leave a comment below. First, put yourself in the seat of the CEO or COO, does this make business sense?
I’m not going to give you a single number where a startup should or should not hire a community manager, as I think there are internal factors that will set each companies ‘go or no go’ threshold number, but instead, use this checklist as an internal discussion point and conduct your own self-analysis.
When I first started this list, there were about 8 names on it, just about every day, I continue to add more names, and I’ve thus had to segment the list out by verticals. What is this list? It’s a list of full time social media professionals at Enterprise size companies.
As noted in my recent research report, there are two main roles that are appearing, the social computing/media strategist (I count 54 folks on my list), and the community manager (I count 47 folks). When I wrote the report it was focused on interactive marketers, so it didn’t include an R&D viewpoint, as such, I’ve now added a third category to the list of product managers that create social media products (no surprise they are all in the tech industry)
So what does this mean? What we’re starting to see is that companies are putting actual resources (headcount, programs, budget) around social media programs, it’s no longer a toe-dipping exercise that someone does part time in their role.
A while back Steve Rubel suggested that these skills will fold into everyone’s role, and there will be no need for these single specific roles. In the long run, yes, he’s right. We should note that there are currently web marketing managers, (web strategists) email marketing managers (called direct marketers), and advertising managers –all of which are focused on being efficient in their mediums. So unless those specific roles go away, there is no indicator that these full time social media roles will go away.
So, if you’re trying to indicate to your management or client that this movement is indeed happening, forward that list to them, and let them see the trending for themselves. Do note that many in the non tech industry will discount this as mainly as a tech industry ‘thing’, I’ve heard from multiple clients that when tech companies adopt new technologies, traditional companies like consumer goods, finance, will often retort “yeah, but that’s the tech industry, it’s not reflective of our space”. Quite possible indeed, but you should watch the tech industry in order to anticipate early adoption of technologies, and as it moves up the curve, you should be prepared to adopt.
Also, if you plan to submit, please carefully read the requirements, I screen each submission for accuracy, description, to ensure a solid, defensible list. Frankly, a wiki, just wouldn’t result in the same vetting quality.
I’m in a fortunate position that I spend most of my days talking to vendors, buyers, investors, and of course, analysts in the social media industry.
But now, I’m starting to talk to more and more recruiters. Some of it’s due to my career series called “on the move” but mainly because that brands are starting to take this movement seriously.
In my recent Forrester report “How to Staff For Social Computing” I outlined two roles. The social media/computing strategist, and the online community manager, I recently met yet another recruiter (read my findings from the first one) who is focused on bringing forth social media strategists to large brands, and they both have the same problem. Coincidently, he read my reports (I realize they are being passed around, without paying)
Challenges that recruiters are having hiring social media strategists
First of all, finding folks is a challenge, to find an experienced social media strategist is limited to just a few folks. What’s the qualifier? They’ve actually deployed this in an existing company already. I’ve a list that I created a few days ago of Strategists, while it’s going to hit over 100 people this week, there’s very few folks on the strategist list. Talking about it on a blog is far different than having done it and brands want a track record of at least once success.
Secondly, going into a company and making severe cultural changes across multi-departments is a challenge. I know, as I’ve done it, being prepared to be an evangelist, and educator, a teacher, a cheerleader, and a leader is a challenge –esp when the culture may not want to move forward. It’s a challenging position that requires more jockeying than most in order to bring about enterprise change. In most cases, executive support (and funding) will be needed, including
arguing teaching old school marketers.
Lastly, consultants are having much more lucrative offers by going off on their own, starting their own shop, or joining a smaller crew. Some can make more money by being independent, and not having to deal with too much internal politics.
Some say we’re in year 3 (depending on how you count) for big companies to start to consider these technologies, as such, finding folks that are qualified, and then being able to attract them to go through the challenges they just finished are well, tough.
For more resources, check out my “on the move” posts (celebrating new hires in the space) and my “careers” section where I share what I’ve learned (I’ve made a lot of mistakes along the way) or you can find social media jobs right on my job board. Also see this list of Social Media Strategists, Community Managers, and Product Managers.
I share a lot here on this blog, but desire for you to talk back, please leave a comment on what you’ve experienced when it comes to hiring experience social media strategists.
Lastly, he asked me not to blog about the specific job or brand, although it’s Fortune 1000, why? he’s not confident he’ll get the qualified people, so I’m honoring his request.
If you’re interested in jobs for this space, please read the “on the move” posts.
Understanding how companies staff, organize, and prepare for social media/computing is one of my top interests personally and professionally. Having been a former Online Community Manager at Hitachi Data Systems, I want to make sure companies do it right. I’m often asked which companies have one of the two emerging roles, (companies love to benchmark against their peers) so I’ve decided to start a list, not only to back my research, but also for those wanting to show to their companies “hey this is starting to happen for real”.
The first role is the Social Computing Strategist, the second is the Community Manager, although the titles vary, and sometimes it’s a part-time function, there’s clearly a trend as corporations staff.
It’s important to note, that in the end, these skills (the ability to communicate online) will disperse and grow to many employees. Generation Y comes to us with these abilities built it as a “digital natives”– yet the need to organize will still occur, it’s a knee jerk reaction to every corporation.
This list, which I realize is going to be a lot of work, will be an ongoing index of these professionals, I will only do this for a limited time (probably till end of 2008, or until I can’t scale).
Unlike a wiki, I will be vetting this list to ensure quality. Kindly leave a comment but first read the requirements:
1) This is your full time (and current) job even if you have a variation on the title –you are not a consultant. Sure, you do more than social media alone, but the organization realizes you’re on point as the expert.
2) You’re at a large corporation, in fact, a Fortune 5000 company, or you’ve over 1,000 employees. I can easily list out thousands of community managers at startups, but I’m trying to demonstrate how large corporations are moving forward.
3) Provide reference: You must provide your title, and a link to your blog/profile/linkedin that indicates your role and title, perhaps a post that announced your title or intentions.
4) Indicate which role you are, a Strategist (inward focused) Community Manager (externally focused), or Research of Product focused (developing a social media product/service for sale)
5) This is primarily for external efforts with customers and prospects –not internal
6) If you do not meet the requirements to meet this list, you can create your own, and I’ll prominently link to it. Update: April 2009, Ted has created a list for community managers that focus on internal communities.
I’ve you’re a social media professional (at a smaller company, agency, startup) I’ve a list for everyone on my “on the move” posts.
Ongoing List of Social Computing Strategists at Enterprise Corporations
The Social Media Strategist, whose job is to lead the internal charge, develops the program, gains resources, convinces management, and measures success.
Key differentiator for this group? They are primarily internally focused program managers.
Ken Kaplan, Broadcast and New Media Manager, Global Communications Group at Intel Corporation
Bob Pearson, Vice President, Communities & Conversations at Dell
Chris James’s Experience, Social Media & Community Strategist, Advanced Micro Devices
Gunjan Rawal, Worldwide marketing manager at Intel Software Network
Adam Christensen, Social Media Manager, IBM Corporation
Bryan Rhoads, Sr. Digital Strategist at Intel Corporation
Brian Ellefritz, Sr. Mgr, Social Media Marketing at Cisco Systems
Todd Watson, Social Media and Search Marketing Manager, IBM Software Group
Rawn Shaw, CoE Lead – Social Software Programs & Enablement at IBM
Vanina Delobelle, Global Product Director, Monster
Jeanette Gibson, Director of New Media, Cisco Systems
Karen Snyder, New Media Program Manager, Verisign
Marc Sirkin, Sr. Marketing Manager – The Microsoft CIO Network at Microsoft
LaSandra Brill, Manager, Web & Social Media Marketing at Cisco Systems
Tac Anderson, Social Media – CRM – Search, HP
Adam Gartenberg, Team Lead, Social Marketing Initiatives at IBM
Christopher Haro’s Experience, Social Media Manager, Premiere Global Services
Justin Kestelyn, OTN Editor-in-Chief, Oracle
Richard Binhammer, Senior Manager, Dell
Deanna Bell, New Media Program Manager, Cisco
Dave Mastronardi, Program Manager / Implementation Architect at Raytheon
Jamie Pappas, Social Media Strategist, Evangelist, and Enterprise Community Manager, EMC
Michael Brito, Global Social Media Manager, Intel
Annie Rodkins, Social Media Manager, Intel
Lorna Li, Web Marketing Manager , Social Networking & Social Media, SalesForce
Kelly Colgan, Media Relations Specialist, Schneider Electric
Dan Schawbel, Social Media Specialist, EMC
Bob Duffy, Senior Social Media Strategist, Intel
Mark Yolton, Senior Vice President, SAP Community Network, SAP
Steve Mann, GVP, Social Media & Customer Experience Strategy, SAP
Bob Duffy, Senior Social Media Strategist, Intel
Fred “Fritz” Alberti, Senior Manager of Social Media, Salem Communications
Tilly McLain, Community Manager, MyBlogLog, Yahoo
Diane Davidson, Sr. Manager of Customer Success and Community Program, Cisco, the WebEx Technology group
Rick Reich, Sr. Mgr, Social Media & Technologies, Citrix Systems
Rachel Makool, Sr. Director, Community Development, eBay
Mark Squires, Head of Social Media Communications, Nokia
Marcie Cohen, Sr. PR Manager, Sony Electronics
Cassandra Jeyaram, Social Marketing Manager for InterContinental Hotels Group
Chris Barger, Director, Global Communications Technology, General Motors
Scott Monty, Digital & Multimedia Communications Manager, Ford Motor Company
Christopher Barger, GM Director of Global Communications Technology, General Motors
Sylvia Marino, Executive Director Community & Social Media Operations, Edmunds.com Inc.
Paula Berg, Public relations specialist, Nuts about Southwest Blog, Southwest Airlines
Brian Lusk, Manager Customer Communication, Nuts about Southwest Blog, Southwest Airlines
Morgan Johnston, Manager Corporate Communication, JetBlue Airways
Alma Dayawon, Electronic Communications Manager, The Boeing Company
Ariel Waldman, NASA CoLab program coordinator
Finance and Insurance
Ed Terpening, VP of Social Media Marketing at Wells Fargo
Matthew Anchin, Vice President, Online Communications, American Express
Christine Morrison, Social Media Marketing Manager at Intuit’s Consumer Group
Scott Wilder, GM – Online Communities at Small Business Division, Intuit
Paula Drum, Vice President, Marketing, H&R Block
Alan Edgett, Sr. Director of Advanced Marketing Systems, Experian Interactive
Justin Gibbs, Online Marketing Strategist, Manager, Experian Consumer Direct
Annalie Killian, Director of Collaboration, Intranet, Communication and Innovation at AMP
Shawn Morton, Senior Consultant for Social Media at Nationwide Insurance
Matt Anchin, Vice President, Online Communications, American Express
Matthew Lehman ,Web Experience Director, Progressive Insurance
Jim Deitzel, Sr. eMarketing Manager at Newell Rubbermaid
Lindsay Lebresco, Public Relations & Social Media Manager at Graco Children’s Products/Newell Rubbermaid
Bert DuMars, Vice President E-Business & Interactive Marketing, Newell Rubbermaid
Todd Feldman, Sr Manager, Emerging Marketing Channels, Circuit City Stores, Inc.
Stephanie Pike, Manager, Content and Community, Circuit City Stores, Inc.
Gary Koelling, Sr Mgr Social Technology, Best Buy
Steve Bendt Sr. Manager of Social Technology, Best Buy
Denise Garciano, Online Content & Community Specialist, PacSun
John Andrews Emerging Media Sr. Manager at Wal-Mart Stores, Inc
Yemil Martinez, Director, New Media Marketing and Web Strategy, Institute for International Research (IIR) a subdivision of Informa
Michele Frost, Director, Web Marketing at Forrester Research
Marcus Frank, UX Strategist & Creative Director, National Cancer Institute
Burt Lum, Business Relationship Manager, HMSA
Shwen Gwee, Lead Business Analyst, Health Informatics and New Media at Vertex Pharmaceuticals
Media Gaming and Entertainment
Jessica Baker, Marketing Manager, Interactive Media, American Greetings Interactive
Michael Hall, Community Product manager, ABC.com
Charles Miller, Director, Inbound E-mail Operations and Blog Outreach, DIRECTV, Inc.
Eby Ghafarian, Manager, Product Engagement & Community Development at Hachette Filipacchi Media (Elle.com, caranddriver.com, roadandtrack.com)
Jean Fahmy Director, Director, Digital strategies, Transcontintental Media
Jason Richman, Director, Digital Product Strategy, NBC Universal
Daniel Thornton, Community Marketing Manager at Bauer Consumer Media
Charles E. Miller, Director, Inbound E-mail Operations and Blog Outreach, DIRECTV, Inc.
Shiv Singh, Vice President, Social Media & Global Strategic Initiatives, Avenue A Razorfish
Brad Mays, Senior Vice President (Social Media), Fleishman-Hillard
Jon Burg, Emerging Channels Specialist with Digitas
James Davidson, Web Strategist, Creative Services & Branding, Manpower
Ongoing List of Community Managers at Enterprise Corporations
The Community Manager, who’s job is to primarily be a community advocate is a social media user, and is externally focused, they are primarily the face to the online community. As companies scale, I expect to see these types or roles appear often for each product group at larger companies, they often report directly to the strategist or at least have a dotted line.
Key differentiator for this group? They are primarily an externally (customer/community) facing role.
Lionel Menchaca, Community Manager, Dell
Anton Chiang, Web Communities Manager, Juniper Networks
Lacy Kemp, Social Media Communications Specialist at RealNetworks
Stephen Spector, Sr. Program Manager, Xen.org Community, Citrix
Michael Sandoval, Global Communities Manager, Texas Instruments
Vishal Ganeriwala, Sr. Manager of Citrix Developer Network, Citrix
Amie Paxton, Channel Community Manager, Dell
Angela LoSasso, Community & blogs strategist, HP
Tom Diederich, Social Media/Web Community Manager, Cadence Systems
Bill Pearson Bill, Manager, Intel Software Network, Intel
Josh Hilliker, Community Manager of the vPro Expert Center, Intel
Robyn Tippins, Community Manager, Yahoo! Developer Network at Yahoo!
John Summers, Community Manager at NetApp
Mario Sundar, Community Evangelist at LinkedIn
Tom Ablewhite, Community Manager, Thomson Reuters
Craig Cmehil, Community Manager for the SAP Developer Network
Lou Ordorica, Social Media Producer at Sun Microsystems
John Earnhardt, Senior manager, media relations and blogger in chief, Cisco Systems
Deirdre Walsh, Community Manager at National Instruments
Rachel Luxemburg, Community Manager at Adobe
Aaron Tersteeg, Software Developer Community, Intel
Josh Bancroft, Software Developer Community, Intel
Jeff Moriarty, Software Developer Community, Intel
Cathy Ma, Yahoo Community Manager, Yahoo Europe
Shashi Bellamkonda, Social Media Swami , Network Solutions
Ian Kennedy, Product Guy, MyBlogLog, Community Manager, Yahoo
David Kim, Manager, Online Marketing and Communities at Symantec
Marilyn Pratt, Community Evangelist, SAP Labs
Scott Jones, Community Manager and Content Strategist, SDN at SAP Labs
Badsah Mukherji, Sr. Community Manager at VMware
Jon Mountjoy, Community Manager & Editor-In-Chief at Salesforce
Senior Director, OTN & Developer Programs Oracle
Jake Kuramoto, Oracle Apps Labs, Oracle USA
Kelly Feller, Web Marketing Manager leading the IT Community site Open Port, Intel
Erica Kuhl, Sr. Producer & Community Manager, Salesforce.com Community
Aaron Tersteeg, Community Manager (Multi-core Development) Intel Software Network, Intel
Jeff Moriarty, Community Manager (mobility) for the Intel Software Network, Intel
Alison Bolen Editor, Sascom voices blog, SAS
Melissa Daniels, Community Manager for All-Star group for Yahoo! Messenger, Yahoo!
Amy Barton, Strategic Programs Manager, Intel Software Network, Intel
Holly Valdez, Community Manager, Cisco, the WebEx Technology group
Ray Haddow, Blogger Outreach, Nokia
Charlie Schick, Lead on Nokia corporate blog, Nokia
Media, Gaming, Entertainment
Kellie Parker, Online Community Manager at Sega
Kristopher Shaw, Community Manager at MTV Networks UK
EM Stock, Senior Community Manager at Sony Online Entertainment
Katie Hamlin, Community Manager, Fodors.com, Random House
Justin Korthof, Community Manager at Microsoft
David Cushman, Digital Development Director, Bauer Consumer Media UK
Laurent Courtines, Community Manager at Games.com AOL
John Cass, Online Community Manager, Forrester Research
Scott Moore, Senior Online Community Manager at Schwab Learning
Jose Antonio Gallego, Community Manager at BBVA (Spain)
Amy Worley, Director, Marketing Manager, HR Block
Fran Sansalone, Community Manager for the Open Calais Web Service, Thomson Reuters
Karen Spiegler, Community Manager, Edmunds.com, Inc.
Alicia Dorset, Blog editor, General Motors
Slaton Carter, Online Community Development Manager, Whole Foods Market
Winnie Hsia, Online Community Moderator, Whole Foods Market
Jennifer Cisney, Chief Blogger, Kodak
Christopher Paton, Social Media Team Lead, Monsanto
Ongoing List of Social Media Researchers and Social Media Product Managers
It’s become evident there are other roles within large enterprises that focus on Social Computing, in fact, these folks are researchers, analyzing online behavior or creating specs for future products. Expect large enterprise software companies to offer these features in their product suites in the coming future.
Key differentiator for this group? They are researching or building social media products that will be brought to market.
Jonathan Grudin, Principal Researcher, focused on the adoption of emerging (social computing) at Microsoft
Marc Davis, Social Media Guru, Yahoo! Corporation
Kingsley Joseph, Sr. Manager, Successforce.com & IdeaExchange, SalesForce
Jamie Greenly, Product Line Director Salesforce Ideas at Salesforce.com
Lawrence Liu, Senior Technical Product Manager for Social Computing, Microsoft SharePoint
Frank Gruber, Principal Product Manager for AOL in the social networking & platforms group, AOL
Alan Lepofsky, Senior Strategist at Socialtext
Filiberto Selvas, Social Media Strategy Director at Avenue A Razorfish
Marty Collins, Sr Product Marketing Manager, Social Media Strategist Windows/Windows Live, Microsoft
Matthias Zeller, Group Product Manager, Project Genesis, Adobe Systems
Moz Hussain, Director of Product Management, Unified Communications Group, Microsoft Corporation
Suzanne Minassian, Product Manager for IBM Lotus Connections, IBM
Steven Tedjamulia, Sr. Business Product Manager at Vignette Corporation
Dan Truax, General Manager for the Microsoft Server and Tools Online (STO) group, Microsoft
Dick Costolo, Social Media, Google
I’ve kick started this list with a few that I know, please be detailed in the comments, as I’ll be reviewing to ensure accuracy. If you’re seeking a job, or wanting to hire folks, start with my “on the move” series of posts. Also see the New PR Wiki list of CEO blog. Shel Israel’s Global Survey of interviews on text and video have stories of many of these folks. Mario Sundar has a list of community mangers of all industries and sizes. Connie Benson left this list of community managers on twitter.
What and How to Submit
First, read the requirements stated above. Then submit Name, Title, Company, Which category (see descriptions), URL to bio that describes body of work. I prefer a link to your LinkedIn account that shows your role, as well as description of social media program or project.
If you’re shy, send me an email at email@example.com, subject line should be “social media role” (I get hundreds of emails every day)
Update June 24: Bear with me, this is a major undertaking and I’m reviewing each entry. I also found quite a few comments being withheld by wordpress, I approved the ones I could find (using keywords to filter 25,000 spam comments). Please, carefully read the requirements before submitting, some I cannot add due to volume. If you wanted to create a list for SMB or internal folks, I’m happy to link to it.
Also, someone I respect suggested that this list is ‘outing’ those that may not want to be bombarded by vendors, most of these are submissions, and all records are public and found on LinkedIn. The kickoff list was a handful of people that were cited in public reports, who blog, or were in books. If you don’t want you name on here, simple email me and I’ll have it removed.
July 30th: Over a month since I started this list, it continues to grow and grow. I think we’ve gotten past the major influx, and now just a trickle of users are being added.
I’ve started a new series, called Social Media Frequently Asked Questions. It’s a collection of the top asked questions I hear over and over. I’m putting them here on my blog is a great place to help everyone quickly get educated, convince their boss, or be able to help their clients get over these hurdles, so please, pass them around.
If you’re seeking advanced topics, cruise through the web strategy posts (it goes back pages and pages)
I’ve been speaking to a couple of companies each week from a variety of industries, and each at different levels of expertise (see the five questions I use to gauge their level of sophistication).
Now, in 2008, I’m often on the phone with the VP of Marketing, or speaking to a large group of corporate marketers, previous yesars, it was a small brownbag of those that were trying to evangelize –enterprises are waking up and seeing the impact.
I’ve noticed a trend of questions lately, where during the Q&A session someone will ask “Who owns the social media program?”. I get variations on the theme that include “Who should updated Wikipedia?” or “Who should respond to bloggers” or “Who should respond to twitter?”.
I’ve deduced there are two reasons why people ask this question:
The first reason is that companies are very unsure of who ‘owns’ this type of communication, one very foreign to the model of corporate communications who creates press releases and anoints official company spokespersons.
The second reason people ask this question is that they’re undergoing internal turmoil, and they are trying to get me to say something that will prove a point to someone else in the room. I can always tell, as I see the audience eyeballs shift from the person who asked to the person it was ‘intended’ to aim at. (Speaker tip: I watch the audience as much as they watch me during presentations –esp blackberry usage, and what’s said on Twitter)
..both are valid and real.
All of this gets trickier and trickier as when we realize that social media impacts nearly every department in the company, at first PR, then Marketing, Product Teams, Research & Development, Support, Engineering, HR, Legal, Sales, and of course the executive team, in fact, I’ve outlined how social computing impacts the whole product life cycle, only for advanced readers.
Social Media FAQ #6: Who Owns the Social Media Program
The answer to this question is “It depends”, and here’s how I answer it:
First, I discuss that the once solid lines of communication of corporate communications are now blurred at the edges of the company, where employees who blog, or Gen Y students who indicate they work for a company in their Facebook profile, or the product manager who guises as an expert in a third party product site participates –now everyone, in one shape or another can represent the brand online.
Secondly, I first share the three models of internal organization, the tower, tire, and the hub & spoke. After reading sharing this, I ask the audience which camp they currently are in, and where do they want to be.
Thirdly, I talk about the need for the roles of the community manager and the social media strategist, in fact there’s a report on it on the Forrester site. Roles are needed for success, in fact I was the former community manager at HDS –I’ve lived through this. (I’ve also developing the ability to quickly identify who these folks are in the room: by the questions they ask, head nodding during certain points, and when their eyes light up when I talk about connecting with customers)
Lastly, I discuss the air traffic tower, an internal tool and process where a cross-functional team assembles and communicates (the hub and spokes as I mentioned above)
I purposely did not directly answer ‘who’ owns the program (but something I would do for clients), instead, I’ve layed out all of the options, some goals, some roles that are appearing, that will help define where you should go. The thing is, each company will be different, although I clearly see some trends occurring.
Whew that was a lot, but each of those represent different takes of what’s happening in the external market and how they impact internal teams like Corporate Communications, Legal, HR, Sales, Product Teams, Support, and most of all… customers.
I’m starting this post series (see archives) to recognize and congratulate folks who get promoted, move, or accept new exciting positions. Please help me congratulate the following folks:
Luke Armour joins Fleishman-Hillard’s digital practice in Cleveland as a Senior Acct Executive, part of his duties will be focused on social media, in addition to other programs related to digital marketing, congrats!
Scott Monty, formerly of Crayon social media agency joins Ford Motors to head up their social media practice.
John Cass joins me at Forrester Research at our Boston HQ as our Online Community Manager, great guy, I’m super pleased to have him, we’re already engaging and having a good dialog.
Doug Haslam joined SHIFT Communications who is on my radar for delivering social media services in Boston as an account director.
Dave Fleet goes to Thornley Fallis Communications Inc as a Senior Consultant, working out of their Toronto office.
Former Techcrunch writer Duncan Riley spins off his own publication called the Inquisitr, apparently he left on good terms with Arrington but the content sometimes looks similar. Duncan is a great writer, and has a built in following, good luck on your own!
On a similiar vein, former PC World top dog Harry McCracken launches his own site Technologizer to cover the industry and joins the Federated Media family. Another example of mainstream headed into the social world.
How to Connect with others:
Submit an announcement
If you know folks that are moving up in the social media industry, leave a comment below, or if you’re feeling shy (it’s cool to self-nominate) send me an email.
Seeking Social Media Professionals?
If you’re seeking to connect with community advocates and community managers there are few resources
See Web Strategy Jobs powered by Job o Matic (Post a job there and be seen by these blog readers)
Connect with others in the community manager group in Facebook
Check out Jake McKee’s community portal for jobs
See Chris Heuer’s Social Media Jobs
SimplyHired aggregates job listings, as does Indeed
ForumOne Jobs for Social Media and Community
Teresa has a few jobs, some around community
New Media hire has an extensive job database
Social Media Headhunter
Social media jobs
Hiring? Leave a comment
If you’re seeking candidates in the social media industry, many of them are within arms reach, feel free to leave a link to a job description (but not the whole job description, or I’ll delete it.
I’m seeking folks that are related to full time hands on social media strategy and community managers, to be on this list, so let me know if you see these folks, and please submit them. Also, I probably will not include executive management changes on this list at social media companies, as the list would go on and on, but you can feel free to express yourself in the comments!
I’m writing this from the plane, as I travel to Cambridge at Forrester’s HQ to teach a Social Computing Workshop with Peter Kim tomorrow. As I daydreamed while watching the clouds go by, I couldn’t help by reflecting on all the stupid things I’ve heard in my short 9 year career, here’s the real nuggets:
Here’s some ridiculous things I’ve heard in my short career of 9 years in web:
“The company is fine, despite some streamlining, we’re on a growth track” (My former CEO before we went Chapter 11 at Exodus Communications, FAIL)
“All those guys in the other group are assholes” J.M. (Hmm, if you think everyone else is the asshole, doesn’t that make you the asshole JM?)
“Yes, of course our system is scalable” –Sales Guy, CMS company (before we deployed an un-scalable and inflexible CMS system)
“I read you email, my assistant printed it out for me this morning” –executive at a large bank (during my meeting with him about the intranet)
“We’ve got that feature, here’s a screenshot of what we’ve got in development and in our roadmap” -web product manager (I reported to this guy, and he asked me to make mock ups of what we were going to deliver during an analyst review…we never implemented)
“Blogging is a fad” –Web Developer at Hitachi Data Systems (guess not)
“Second life is amazing, there’s a future there” -Jeremiah Owyang (everyone’s smitten by cool technology, I’ve since learned)
“I can’t access the ‘C’ Server” -A mid-level business manager said to me (referring to her local drive)
“Backup? Nah, I just make changes to the live code” -Said a .net web developer (just hours before overwriting 3 days of development, oops)
Need to rant? here’s your chance: Add you own below, but no reason to leave the perp’s name, unless they’ve stated it in public. On a related note, my new favorite blog is the FAIL Blog, have a laugh, at the expense of others you mean son of a gun.
Just got back from meeting with an executive recruiter, no, I’m not planning on leaving Forrester, I was helping a friend, as well as doing some research about social media skillsets. You see this recruiter (he’s left a comment, and his name is Matt Raggio, you can reach him on his website) finds executive talent for social media startups here in Silicon Valley. He’s well connected to the VC community, and knows when leadership teams need to be built out.
See the challenge for many companies right now is that social media is a very important aspect of marketing, especially if your company is selling soical media products, services, or software. While the traditional forms of marketing don’t go away (advertising, lead gen, email marketing, website, SEM, event, and product marketing) they are all enhanced, impacted, or disrupted by social media.
Furthermore, a VP of marketing at a social media company really needs to demonstrate that his own firm has some expertise, if not mastery, over the very medium they are offering.
If finding the right mix of marketing resources wasn’t hard enough, there’s a gap between the Marketing Immigrants often the traditional marketers who use the same play book year after year and the new social media marketing folks, often young, masters at the tools, but lack business experience.
While the Social Media Immigrants may be entrenched and comfortable in the old ways, they often lack full understanding or the ability to do social media effectively, over planning, stiff messaging comes across un-authentic. On the other hand, the natives grew up or are familiar with these tools, yet they lack the ability to define, reach towards, or meet business objectives, or manage a profit and loss.
So you see the dilemma, finding these marketing leaders in the world of social media is a challenge, the right balance (at least in these early days) are hard to strike, and the often successful are very happy where they are.
I learned a lot from him, he gave me some pretty raw career advice, but I exchanged my knowledge too, I also told him some local haunts and events he should attend to find leadership talent. I also suggested he learn how to use Facebook to increase his network –and maybe even market the jobs using social media tools.
What do you think, is it easy to find a VP of Marketing that gets both worlds of natives and immigrants and do an effective job?