Aileen Thompson FCIPR Interim Corporate Communications Director P:

 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 Impact Internally

 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  The Certainty of Uncertainty, why fast reactive beats proactive 3/01/CCL_TREND2_dec12_web_upload.pdf  Portland – Digital updates ◦  Edelman Trust Barometer 2014 ◦ edelman-trust-barometer/ edelman-trust-barometer/  Government Communications Service ◦