Aileen Thompson FCIPRInterim Corporate Communications Director

aileenthompson@hotmail.co.ukaileen.thompson@tsb.gov.uk

T: @aileen_thompsonP: 07795 007700

Corporate affairs, corporate reputation, brand communications, employee engagement, culture change

Social media as a driver of external and internal reputation, culture and brand strength

Global consumer brands, B2B, commercial and public sector

Currently at the Technology Strategy Board

Quiz Context Predictions Implications Concerns Finding a way through Follow up

500 million 348 million 238 million Who is 10 this year?

Harlem Shake Rome Eastenders How to make pancakes Gareth Bale Grand National Twerking

Social media continuing to explode Changes driven by consumer behaviour, choice,

personalisation Analytics improving Confidence, concerns…. growing Turning eyeballs to profit

Context

Challenges, opportunities Corporate Governance pressures Disintermediation Geo-political upheaval The certainty of uncertainty

Squeeze on spend, resources; ROI Corporate behaviours Impact of the digital revolution Increasing use of professional corporate affairs practitioners

Cloud computing Mobiles and tablets Big data Internet of things

Understand issues around data privacy, liberty and security Development, nurturing talent, content and data experts Customer expectations, experience

“In five years we won’t talk about social because all the tools we use will be social. Social will not be a necessary concept because it will just be the way we interact and work.” Yammer's Co-founder and CTO Adam Pisoni

Growth into B2B channels, public sector, internal Organisation,brand IP, copy right, libel, defamation Digital strategy essential Capability and skills

General erosion across most stakeholders Edelman’s Trust Barometer - biggest gap between business and

government Continued growth in trust in “a person like me”

Continued, deepening focus on corporate reputation, ethics and morals Doing well by doing good Stakeholders proliferating Earning the right to lead on ‘trust’

Attracting, retaining, developing and inspiring Embracing Gen Y

Professionalism, governance, development Collaboration, ‘old’ and new approaches Expect attention, mentoring, constant communications Blurred lines between social and work, technological superiority

Going forward to the past – the Guthenberg Parenthesis

Digital and social media more deeply embedded Content remains king – growth of visual Demographics changing (FB, Pinterest) Niche Interest networks will rise in popularity Shortage of content savvy digital talent Rise of audio sharing platforms (Soundcloud) Google+ and search changing Mobile use #fail

Growing use of social media strategically Culture drives social media guidelines Blurring of ownership of function – virtual teams Embracing Gen Y employees Taking the story to the Boardroom

Get comfortable with uncertainty◦Loosen up - control is dead◦Fast reactive, rather than proactive control◦Build a change capability

Understand the impact on brands, corporations◦Emotion, irrationality and feeling◦Rise of the likeable brand◦Opportunity to expand story telling

Engage with the customer

Go mobile

Collaboration Follow, engage with Government Communications

Service Nurture and spot talent

Mainstream social media fatigue Brand intrusion Privacy, security Drowning in Noise Truth – who owns it?

Engage to the level you feel most comfortable….◦ ….but get it right for customers and employees

Integrate into strategic plans◦ Link activity to broader engagement

Develop, share, collaborate Experiment, understand how channels work – much

is free Seek, develop, nurture talent

Social Media Trends adam@kamber.com.au The Certainty of Uncertainty, why fast reactive

beats proactivehttp://www.madano.com//wpcontent/uploads/

2013/01/CCL_TREND2_dec12_web_upload.pdf Portland – Digital updates

◦ http://www.portland-communications.com/ Edelman Trust Barometer 2014

◦ http://www.edelman.com/p/6-a-m/2014-edelman-trust-barometer/

Government Communications Service◦ https://gcn.civilservice.gov.uk/