Catégorie : Médias sociaux

Les médias sociaux sont-ils trop risqués pour votre organisation ?


English: Infographic on how Social Media are b...
English: Infographic on how Social Media are being used, and how everything is changed by them. (Photo credit: Wikipedia)

Plusieurs se questionnent sur les risques occasionnés par l’utilisation des médias sociaux dans les entreprises. Voici un court document paru dans Deloitte Debate qui décrit assez bien les pros et cons de cette nouvelle façon de communiquer.

Is Social Media Too Risky for Your Company ?

« An inadvertent social media post containing sensitive information can land a company in hot water with regulators and inflict considerable damage on the business. Given this exposure, is it possible for organizations to govern social media in ways that effectively manage risk?

If an account manager inadvertently includes sensitive firm information in an update to his own profile on a professional or personal social networking site, will regulators find out? If they do, will they really care? The answer to both questions is yes. For all of its potential value, social media exposes regulated companies to increased risk. Some may argue that this increased risk is manageable. Others, however, feel that the potential risks are just too great—the damage that regulatory non-compliance could inflict far outweighs social media’s value to the enterprise ».

Lisez les arguments du débat !

Les médias sociaux : Risques que les entreprises considèrent parmi les plus élevés !


Plusieurs entreprises se méfient comme de la peste des risques que posent les médias sociaux ! Et plusieurs pensent que ceux-ci seront parmi les plus importantes sources de risques dans les trois prochaines années. Nous avons déjà montré que cette nouvelle approche de communication pouvait receler de grands avantages pour les organisations qui sont préparées à y faire face. Cependant, l’article de Ken Tysiac paru dans CGMA nous met en garde contre les risques potentiels associés à l’utilisation des médias sociaux. Qu’en pensez-vous ? Sommes-nous trop frileux ? Comment composer avec cette nouvelle réalité ?

« But a survey of US executives, including many at multinational companies, found social media is one of the top five risks organisations face. The Deloitte & Touche LLP report Aftershock: Adjusting to the New World of Risk Management said that 27% of survey respondents predicted social media would be among the most important risk sources over the next three years.
Risk
Risk (Photo credit: The Fayj)

The global economic environment (41%), government spending (32%) and regulatory changes (30%), respectively, were the top three expected risks identified by executives in the survey – and the only ones named by a higher percentage of respondents than social media.
“Social media wasn’t even on the radar a few years ago – now it’s ranked among the top five sources of risk,” Henry Ristuccia, Governance, Regulatory & Risk leader at Deloitte Touche Tohmatsu Limited, said in a news release ».

“The rise of social media is just another contributor to the volatile global risk environment that companies are being forced to navigate.”

Le PCD doit perfectionner ses habiletés à utiliser et à confronter les médias !


Reuters Newsmaker event - Ted Turner
Reuters Newsmaker event – Ted Turner (Photo credit: caribbeanfreephoto)

Les aptitudes à la communication sont de plus en plus perçues comme essentielles à la réussite comme Président et chef de la direction (PCD) des sociétés, plus particulièrement celles reliées à maîtrise  des communications publiques comme les vidéos corporatifs, les entrevues en direct, les vidéos publiées sur YouTube, les téléconférences par SKYPE, les discours de positionnement stratégique et l’utilisation des médias sociaux tels que Twitter, LinkedIn, Facebook, etc.

Cet article, publié dans International Business Times | ExpertNetwork, montre toute l’importance que les hauts dirigeants doivent consacrer à leurs activités de communications publiques en ces temps de besoins d’une plus grande transparence.

Celebrity Executives: The New C-Suite Reality

 

« The sooner an executive develops their ability to jump on camera to comfortably and confidently share their views, the more likely they are to be selected for high-profile positions and to be the spokesperson in moments of incredible visibility. Don’t make your first « live » video moment be one where you are unprepared to make a good impression. The likelihood of it being something critical (i.e. damage control, communications spin), is high, while your ability to knock it out of the park will be low. »

Guide pour l’adoption de LinkedIn par les administrateurs et les hauts dirigeants


My LinkedIn network, visualized
My LinkedIn network, visualized (Photo credit: For Inspiration Only)

Voici quelques conseils très utiles pour des administrateurs ou des membres de direction qui souhaitent intégrer LinkedIn comme outil de réseautage professionnel. L’auteur, Jon Burgess – RedFusion Media, fait un bon résumé des choses à faire et des choses à ne pas faire sur les réseaux sociaux.

C–dessous un extrait :

 

An Executive’s Guide to Using Linkedin – CEO, Directors, Board Members

 

 

« What is LinkedIn used for?

In the simplest terms, LinkedIn is a Web 3.0 Rolodex, meaning it is a living document with social interaction. It is a great place to keep your business contacts, so that when they move to a new job, you’re still connected. Of the social media platforms, LinkedIn is the most important for Business to Business (B2B), sales, industrial or niche market organizations. In addition, LinkedIn is a great place to follow authoritative people in your industry. Knowing what leaders and even your competitors are doing can sometimes be more valuable than the connectivity that LinkedIn gives you. As you become more comfortable with social media, you too should focus on being a authoritative person, or “thought leader” in your industry ».

Les administrateurs de sociétés doivent-ils « twitter » ?


Voici un article très intéressant sur le « twittage » (gazouillage) publié sur le blogue de Ann-Maree Moodie, Managing Director de The Boardroom Consulting Group. La question se pose de plus en plus et l’article montre que les administrateurs de sociétés sont sur leurs gardes à ce stade-ci, et avec raison !  Il faut apprendre à apprivoiser le média et on commence à voir plusieurs hauts dirigeants et administrateurs se lancer dans l’aventure.  Mais pas n’importe comment ! Pourquoi ? Lisez l’article pour vous former une opinion.

Boards and Governance

« He’s 63, well-educated, a former accountant-turned-bureaucrat, who has a portfolio of company, government and not-for-profit boards. We’re not meeting in a public place because the topics we’re discussing are sensitive. As a chairman, he’s seeking independent counsel; it’s understood the conversation is confidential. As we conclude our business, we joke about what would happen if we tweeted about the meeting. It’s immediately apparent that there is nothing that we could say even if we were remotely serious.

English: Jack Dorsey and Barack Obama at Twitt...
English: Jack Dorsey and Barack Obama at Twitter Town Hall in July 2011 (Photo credit: Wikipedia)

“I’ve always thought of Twitter as a waste of time,” he says. “Now I realise that even if I simply tweeted, ‘having a coffee with Ann-Maree Moodie’, there would be a number of people who may surmise the reason for the meeting. So even for company directors just tweeting that you’re meeting with someone could be market-sensitive or could become material. It’s a game-changer.”

 

Le C.A. et l’utilisation des médias sociaux


Excellent document de Santiago Chaher et James David Spellman paru dans Global Corporate Governance Forum Publication. La publication présente plusieurs facteurs qui devraient inciter les conseils d’administration à se préoccuper sérieusement des médias sociaux. À lire. 

Corporate Governance and Social Media

« What should board members know about social media as it relates to a company’s ability to do business and safeguard its image? And what is the board’s role in helping a company make the best use of social media—and defending against its misuse? Two corporate governance practitioners provide insights on the power of new social technologies to shape boards’ decisions and bolster stakeholders’ influence ».
 
Image representing Twitter as depicted in Crun...
Image via CrunchBase

« In short, today’s corporate directors have the ‘necessary’ skills in terms of compliance and financial performance, but not the ‘sufficient’ skills in terms of strategic or technological know how, » says Barry Libert, chief executive officer of OpenMatters, a consultancy for boards. « Why? Because for years, astute corporate directors believed the tools that companies like Facebook and Twitter offered weren’t essential. In their view, these new means of communications were for kids, had little, if any, business value, and created minimal strategic, operational or financial risks. Wow, were they wrong. »

This circumstance will change as business and personal needs require more extensive use of social media.For a 2011 Deloitte questionnaire, 79 percent of all public company respondents reported that their board’s use of technology is increasing.

Bulletin d’information du Collège des administrateurs (CAS) – Mai 2012


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Le bulletin d’information de mai 2012 du Collège des administrateurs de sociétés vient d’être publié. Bonne lecture.

Le 14 avril dernier, la 23e cohorte du Collège, composée de 20 participants, achevait le programme de certification universitaire en gouvernance de sociétés. La prochaine étape pour ces 20 finissants consistera à passer l’examen final qui leur permettra d’obtenir la désignation d’Administrateur de sociétés certifié (ASC), désignation réservée uniquement aux diplômés du Collège et reconnue à l’échelle du Canada et de la France. Nous leur souhaitons un franc succès pour l’examen de certification du 9 juin 2012.

Les ASC sont regroupés dans la Banque des ASC; un outil de recherche en ligne mis au point par le Collège afin de faciliter le recrutement d’administrateurs sur les conseils d’administration.

La certification universitaire en gouvernance de sociétés est unique au Québec et s’adresse aux administrateurs siégeant à un conseil d’administration et disposant d’une expérience pertinente.

20 nouveaux finissants

Bulletin du CAS – Mai 2012

Les Boards sont-ils prêts à accueillir la génération du « millénaire » ?


Voilà un article très pertinent écrit par Catherine Dunn, dans Law.com, qui aborde l’accueil de la génération du millénaire par les organisations, du point de vue des conseils d’administration.

The Millennials Are Coming, and Boards Need to Get Ready

The Millennials are coming to the corporate workforce, in droves. Is your board of directors prepared?

The members of the generation born roughly between the late 1970s and the early 2000s comprise the fastest-growing segment of the labor market. As such, their increasing presence at the office raises all kinds of policy issues for companies—beyond laments over how to tolerate the quirks of the “ME generation”—that range from topics like talent management and compensation to social media.

L’importance pour le Board de bien comprendre les implications des médias sociaux


Excellent article écrit par Holly J. Gregory, partner Weil, Gotshal & Mages, dans Practicallaw.com

SOCIAL MEDIA : What Boards Need to Know

Voici un extrait des pricipaux points saillants. Vous devez lire cet article pour avoir plusieurs bonnes suggestions concernant cette problématiques.

Importance for boards to understand the implications of social media

« Boards need to be proactive in learning about social media from a strategic and risk management perspective, so that they can provide effective guidance and risk oversight. They should understand the company’s social media policies and internal controls, as well as the processes that management uses to monitor and manage social media risks. Boards should also understand the value of social media as a source of information, and should determine with management how best to mine and aggregate that information.

The following sets outs steps the board should take, including important questions the board should ask, to understand and effectively oversee the company’s use of, and policies on, social media:

Discuss corporate strategy

The board should periodically discuss with management its strategic approach to social media. Questions the board should ask include:zzHow does social media relate to corporate strategy?

Ensure adequate risk management

The board (or an appropriate committee) should also periodically discuss with management the risks associated with social media and ensure that the company is adequately managing those risks. Issues the board should focus on include:zzHow does the company monitor and mine social media from a risk perspective?

Identify relevant personnel

The board should know who in the company is responsible for social media efforts. The board should ask:zzHow is responsibility for social media organized in the company?

Review social media policies and internal controls.

The board (or an appropriate committee) should review company policies and internal controls related to social media from time to time. The board should make sure that the company has strict, straightforward and well-understood policies about who communicates for the company and in what circumstances. These policies should specifically address social media. Any company information that is posted online should first be approved by people who are knowledgeable about disclosure requirements under federal securities laws (such as Regulation FD, proxy solicitation rules, antifraud laws and prospectus requirements), advertising laws and other applicable laws. Key questions the board should consider include:What are the company’s social media policies?

Evaluate shareholder relations programs.

The board should review shareholder relations and communications programs to evaluate whether the company is well-positioned to elicit information from key shareholders. The company should be able to determine what key shareholders care about so that the board and management can respond to legitimate concerns. In addition to trolling social media websites for information, the company should engage in regular outreach with significant shareholders. This can be done through the use of online surveys, shareholder hotlines, dedicated communication websites and targeted meetings with specific shareholders or groups of shareholders.

Assess investor communications policy.

The board should verify that the company’s investor communications policy is up-to-date and well-understood by directors, senior management and investor relations personnel. Boards should ask:zzAre messages coordinated?

Emphasize employee compliance.

The board’s attention to a culture of compliance at the company, beginning with the « tone at the top, » emphasizes the need for employees to act with integrity. The board should make sure that there are protected channels for employees to voice concerns. This will help discourage employees from making negative comments about the company through social media. Also, the board should recognize that rogue employees who act out online are often symptomatic of a broader morale problem within the company.

Confirm auditor review.

The board’s audit committee should ask the company’s internal audit department whether auditors are reviewing compliance with social media and communications policies.

Stay up-to-date.

Directors should follow relevant blogs and other social media related to the company, but with a strict understanding that they should « listen » only (just as they are advised not to engage with shareholders directly unless asked to do so on an agreed topic and message). This is not only important to ensure that communications and engagement are coordinated around a clear message, but also to avoid legal problems, such as the selective disclosure of material non-public information. Directors should ask management (including the corporate secretary and the corporate communications professionals) what they read and follow to stay up-to-date on influential views about the company and key governance issues ».

Qu’est-ce qu’un plan de crise en cas d’attaque sur les réseaux sociaux ?


Voici un article de  sur son blogue B2C qui montre l’importance de se doter d’un plan de crise advenant une attaque publique sur les médias sociaux. L’auteur a d’excellents arguments pour montrer la nécessité d’un plan et elle a aussi un « package » à vous vendre. Vous devriez visionner le petit vidéo présentant les avantages liés à son produits. Il est très bien fait. Cependant, ne connaissant pas le contenu de celui-ci, je ne peux le recommander.

Business 2 Community

« A social media crisis, which is a public form of a traditional crisis, attacks them all evenly. It doesn’t matter how big your brand is anymore, social media gives us all the same opportunities to be creative, stretch our reach and build our client list. These are the upsides and growing opportunities that we all know and love. However, at the same time, the reverse is also true. With the sweet comes the sour and a social media presence (and even a lack there of) can result in a very public, very viral social media attack.

The upside of the negative side, is that if you’re prepared with the right crisis plan, a social media crisis can be transformed from a negative situation into yet another positive brand opportunity. An opportunity to connect even further with your customers and prospects. An opportunity to launch your company way ahead of your competition. An opportunity to spread your brand name, in a positive light, globally, and if you’re lucky, virally! ».

Sept raisons pour manquer d’éthique


Voici un article publié par Kathy Noël dans Affaires sans frontières qui s’appuie sur les réflexions de l’éthicien René Villemure.

« Les entreprises peuvent-elles réussir et se déployer partout sur la planète en étant parfaitement éthique? On se le demande parfois, car plus rien dans ce monde n’est vraiment neutre. Il y aura toujours des opposants à un projet, quel qu’il soit, où qu’il soit. Cependant, pour l’éthicien René Villemure, président de l’Institut québécois d’éthique appliquée, les entreprises n’ont d’autres choix que de s’en préoccuper. Il en va de leur durabilité ».

«Les entreprises ne doivent plus seulement se demander si ce qu’elles font est légal, elles doivent se demander si c’est juste».

Sept raisons pour manquer d’éthique

Le C.A. doit-il se préoccuper de la position de sa société dans les médias sociaux ?


Cet article de David F. Larcker, Sarah M. Larcker, et Brian Tayan a été préparé par le Corporate Governance Research Program pour être utilisé comme base de discussion dans le cadre de la formation à la  Stanford Graduate School of Business. On y décrit les raisons qui incitent les membres de C.A. à recourrir aux médias sociaux pour connaître le positionnement de la société, en conformité avec leurs responsabilités de supervision (oversight) de  l’entreprise. Certains invoquent cependant des motifs qui devraient inciter les membres de C.A. à ne pas accéder à ces informations car les responsabilités du C.A. doivent être séparées de celles du management.

Pour vous former une idée de la position que devrait adopter un membre de C.A. sur le sujet, je vous encourage à lire cet article.

IS IT TIME FOR THE BOARD TO EMBRACE SOCIAL MEDIA?

Voici quelques questions soulevées par l’article :

Social media introduces a new level of detail and complexity to information gathering regarding a company and its stakeholders. Why haven’t more boards of directors made certain that management has a process in place for collecting, analyzing, and responding to this information? Do boards actually know what questions to ask? Can boards distinguish between a good system for monitoring social media and a bad one?

The examples above suggest that social media can provide early warning of risks facing an organization. Should the board formally review this information, or does this represent an encroachment on managerial prerogative? Which social media metrics should be presented to the board and which excluded? Where do the responsibilities of the board end and those of management begin?

One important task of the board is to monitor organizational reputation. How is this currently done? Should overall sentiment derived from social media sources be a primary input in this analysis?

Voir également l’excellent vidéo de Lucy P. Marcus sur son Blogue Reuters.com

Why boards need to adopt social media

Bulletin d’information du Collège des administrateurs (CAS) – Avril 2012


Le bulletin d’information d’avril du Collège des administrateurs de sociétés vient d’être publié. Bonne lecture.

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Bulletin du Collège des administrateurs de sociétés (CAS) – Avril 2012

Gouvernance exemplaire à Facebook ?


Les préoccupations de gouvernance, de protection des droits des actionnaires passent au deuxième plan dans le cas d’entreprises à succès telles que Google, LinkedIn et Facebook. Sommes-nous face à un nouveau modèle de gouvernance qui s’adresse à des propriétaires-dirigeants d’entreprises à succès ou sommes-nous en voie de prendre des risques inconsidérés qui portent préjudices aux actionnaires et aux parties prenantes ? Voici un article publié par John Plender dans le Financial Times (FT.com Blogs) du 26 février 2012.

Gouvernance exemplaire à Facebook ?

Voici deux courts extraits de l’article :

« Not so long ago, a debate raged about whether there was any real evidence that good governance contributed to strong corporate performance. It seemed to me pretty academic, given the palpable damage bad governance had inflicted on shareholders at such disaster zones as Enron and the Robert Maxwell empire.

The protection for investors against that age-old governance problem, the over-dominant CEO, is non-existent. If there is a novelty here, it is that the potentially over-dominant executive is just 27 years old and has created a company that will be valued in tens of billions on flotation. And, indeed, none of this is to denigrate the achievement of Mr Zuckerberg. It would, after all, be unusual for someone of his age to have grasped the advantages for himself, as well as for shareholders, of a strong governance framework. And in today’s heady market the IPO will, I suspect, be a big success ».

Comment les médias sociaux inflencent-ils la gouvernance des sociétés ?


Voici un article publié dans la section Innovations du Washington Post qui montre l’influence grandissante des médias sociaux sur la gouvernance des entreprises. L’auteur met en évidence la relation entre une plus grande utilisation des médias sociaux et la tendance des entreprises à accoder plus d’importance aux questions de développement durable et de responsabilités sociales.

Social media is the new boardroom

While many of the world’s largest businesses are genuinely making their operations more socially responsible, and a growing number of political leaders are also getting on board, the banking and finance sector lags behind. The biggest risk posed to economic recovery is if that sector remains trapped in the old model that prioritizes irresponsible risk-taking to drive annual bonuses over genuine, long-term, sustainable profit and value-creation.

Wall Street should get on board because appealing to young people’s sense of social responsibility is also where competitive advantage lies. A 2010 report from Accenture found that the top 50 most sustainable companies (taken from a cross industry group of 275 companies from the Fortune Global 1,000) outperformed shareholder return of the bottom fifty by 16 percentage points over three years and by 38 percentage points over five years.

I believe the banking and finance sector will catch up. CSR has been taken out of the silo and put in the P&L statement thanks to the revolution in communications that has empowered ordinary people to sanction those who don’t behave the way they want them to. The most successful businesses of the next decade will be the most socially responsible. They will reap huge benefits from the power of social media, as employees, shareholders and consumers become passionate advocates for their brands and businesses. And the most talented young people will want to work for them.

 

Le mode de gouvernance de Facebook est-il à risque ?


Je suis d’accord avec les propos de mon collègue Richard Leblanc. Son article, dans Canadian Business, soulève plusieurs questionnements fondamentaux pour les experts en gouvernance. Comme il y plusieurs points de vue différents sur le sujet et que tout le monde s’entend pour affirmer que l’opération est légale, il y a matière à concevoir un beau cas en gouvernance, créatrice de valeur, et en stratégie de conservation du contrôle de l’entreprise. Qu’en pensez-vous ?

Facebook’s board is a recipe for disaster

« Facebook’s governance has been described by Businessweek as resembling a “dictatorship” and by a Wall Street Journal blog as “Governance = Zuckerberg.” Under the public offering, 27-year-old Mark Zuckerberg owns almost 60% of supervoting shares, is chair and CEO, can name a successor CEO and has complete control over the nomination process for directors ».

Étapes concrètes pour remédier aux manques de connaissances des Boards en matière de réseaux sociaux


Un autre excellent article de knowledge.wharton.upenn.edu qui montre les importantes lacunes des C.A. en matière de réseaux sociaux et qui indique clairement les étapes à suivre en vue de s’assurer que les membres de C.A. deviennent familiers avec ceux-ci. Voici quelques extraits de l’article :

« Let’s start with today’s reality. The world has changed but corporate boards haven’t kept pace. How do you know? Ask most boards what they monitor and measure at their organizations. There’s a big chance that most of them will say they are monitoring and measuring financial results, compliance and legal risks ».

« What’s surprising about such responses is that boards know that solid decision-making is essential to mitigating risks and ensuring the viability of their enterprises. How is it, then, that most of them don’t have a grip on the operational value these technologies offer, or the critical « big data » — about customer sentiment, employee engagement and investor insights — that they produce? The answer: They’re still using corporate governance tools and strategies that were developed in an age that was neither social nor mobile, or ever considered that the « cloud » would exist ».

« In short, today’s corporate directors have the « necessary » skills in terms of compliance and financial performance, but not the « sufficient » skills in terms of strategic or technological know how. Why? Because for years, astute corporate directors believed the tools that companies like Facebook and Twitter offered weren’t essential. In their view, these new means of communications were for kids, had little, if any, business value, and created minimal strategic, operational or financial risks. Wow, were they wrong ».

Comment Linkedin, Facebook et Twitter ont changé la valeur ajoutée du leadership


Excellent article publié dans Forbes par Glenn Llopis. À lire.

Comment Linkedin, Facebook et Twitter ont changé la valeur ajoutée du leadership

Most executives claim that social media doesn’t add value.  As a former C-level exec, I was skeptical myself, but now I’m a believer. LinkedIn, Facebook and Twitter have changed the ROI on leadership and it’s your responsibility to get in the game. 

Do you have something innovative to say? Do you trust yourself enough to share what is on your mind?  The social media community out there is eager to hear what you have to say, and to share your views with a wider community – for a wider impact

 

Assemblées annuelles des actionnaires virtuelles : une nouvelle tendance !


La mise en oeuvre d’assemblées annuelles virtuelles commencent à devenir de plus en plus significative dans le monde des sociétés ouvertes. L’article publié dans directorship.com décrit le processus mis en place et montre les avantages et les inconvénients d’une telle démarche.

Plusieurs entreprises optent pour une approche  « progressive » en expérimentant avec une formule hybride. Bref, un article à lire pour mieux appréhender les nouvelles tendances en matière de participation des actionnaires et de divulgation des informations.

Assemblées annuelles des actionnaires virtuelles : une nouvelle tendance !

« Some companies may never hold an annual shareholders’ meeting that is virtual, while other companies have opted to wave off the in-person annual meeting altogether in favor of a meeting in cyberspace. Unlike webcasts, which are available to the public, the virtual shareholder meeting (VSM) offers the ability to verify attendance and provides an interactive element that allows for real-time voting in a secure environment. The VSM also enables two-way engagement, allowing shareholders to ask questions of corporate officers and directors ».

Le C.A. et les nouvelles technologies de l’information : iCloud, réseaux sociaux, etc.


Excellent article paru dans NACD Directorship le 20 janvier 2012. On y discute de l’importance cruciale pour un administrateur d’être ouvert aux nouvelles technologies de l’information : comprendre les nouvelles opportunités mais aussi les risques associés à celles-ci. L’article met l’accent sur deux tendances que les administrateurs doivent bien comprendre : iCloud et réseaux sociaux.
 

Le C.A. et les nouvelles technologies de l’information : iCloud, réseaux sociaux, etc.