Comment le Board doit-il jouer son rôle à l’ère des réseaux « sociaux » ?


Aujourd’hui, je retiens un article fascinant écrit par Barry Libert* et paru dans NACD Directorship le 17 janvier 2013. L’auteur avance qu’il est de plus en plus évident que les conseils d’administration ont de nouvelles responsabilités, dont celles de s’assurer que l’entreprise a bien pris le virage des communications dans ce nouveau monde des médias sociaux.

Plusieurs organisations, au Québec et au Canada, dont Lassonde et SNC-Lavalin, ont été « sensibilisées » à la vigueur des réseaux sociaux !  Comme le rappelle, Barry Libert : « The boards and executives of Best Buy, Kodak, Blockbuster, Hewlett Packard, and Susan G. Komen have all learned this reality the hard way.  So did the 12 nations of the Arab Spring ». Alors, comment le Board doit-il jouer son rôle dans un monde de réseaux « sociaux » ?

Cet article présente (1) le contexte dans lequel oeuvrent les conseils d’administration, (2) les faits entourant les changements dans l’univers des médias sociaux et (3) les sept règles à observer dans cette nouvelle ère des réseaux sociaux.

7 Rules for Corporate Governance Success in the Social Age

Arab Spring [LP]
Arab Spring [LP] (Photo credit: Painted Tapes)

(1) Le contexte :

« We live in a connected world in which more than one billion people use social media and another five billion use mobile devices to communicate, collaborate and do commerce. In business, social, mobile, and cloud technologies are enabling emerging leaders and investors to re-imagine entire industries, companies, products, and services, according to the Kleiner Perkins 2012 Internet Trends Report. This emerging reality is creating unprecedented risks and rewards for corporate directors and shareholders of existing enterprises. The result: It is time for directors to think anew about the meaning of corporate governance in the social age.  In addition to all their existing roles, boards now have the added responsibility of shepherding their leaders and organizations into today’s digital world. Boards that avoid this obligation risk having their organizations fall prey to the speed and might of today’s social networks as they seek corporate reform and accountability ».

(2) Les faits :

  1. « Social Technologies Change Performance :  Enterprises that fully deploy social and mobile technologies to engage their crowds (customers, prospects, and alumni) in the cloud produce 9 percent more revenues, 26 percent more profits, and a 12 percent higher market valuation than their peers, according to research by MIT and Cap Gemini.
  2. Social Technologies Change Engagement Less than 30 percent of CEOs use social media according to recent research, despite the fact that more than one billion of their customers, employees and investors do.  Furthermore, The Conference Board and the Rock Center for Corporate Governance at Stanford University report that 93 percent of boards do not use social intelligence to make informed decisions about their networks’ sentiments or engagement.
  3. Social Technologies Change Investor Relations :  Finally, research at University of California at Berkeley and MIT reveals that social media is a leading indicator of stock price movement.  As such, directors of publicly traded companies need to be receiving this information in real time or risk not knowing what their institutional investors know and how they will act based on insights derived from social and cloud networks ».

 

(3) les sept règles à observer

L’auteur propose sept réflexions « en profondeur » vraiment très intéressantes que je vous invite à lire avec attention.

7 Rules for Corporate Governance Success in the Social Age

Barry Libert
Barry Libert (Photo credit: paloma.cl)
            1. Rethink Strategy
            2. Rethink People
            3. Rethink Processes
            4. Rethink Technology
            5. Rethink Leadership
            6. Rethink Finance
            7. Rethink Governance

« The bottom line: Boards need to think anew about their role in the social and mobile world. For corporate directors, there is no time to waste.  Directors must join the social and mobile ranks. New board members must be recruited, and new business models must be fashioned based on these technology realities.  Social enterprises are here to stay and they are faster, better, and more competitive than traditional businesses ».

* Barry Libert,  :CEO of OpenMatters, is a technology investor, corporate director, and strategic advisor to boards and their leaders seeking to become great social enterprises.

Social Media Report 2012: Social Media Comes of Age (anthonyomenya.wordpress.com)

It’s Time to Rethink Social Media Marketing (jnferree.wordpress.com)