Poniższy artykul polemizuje z artykułem zamieszczonym w poniższym linku, który krytykuje potrzebę istnienia dedykowanej grupy mediów społecznościowych w przedsiębiorstwach, a w zamian popularyzuje metodę ‘integracji’ mediów społecznościowych ze strukturami firmy.
This article does not prove anything in my opinion.
I disagree with the partitioning: integrated vs. dedicated social media. Regardless of having or not having separate social media resources, the integration is still required (refer to Charlene Li’s Groundswell book).
The effort to get social media implemented could be sometimes enormous, requiring dedicated resources, separate management, programs, unique competencies, and … separate groups or organization. And even with the structures which this article would qualify as dedicated social media case, you are still going to need to integrate social media in your organization.
An example of the organization that is using dedicated social media could be AT&T. Based on my observations and experience from job hunt activities, AT&T is investing into a 'dedicated' social marketing. However in doing this, new AT&T ‘social marketing’ job descriptions put an emphasis on the 'integration' with the core AT&T structures. And the effort is bidirectional: many new AT&T jobs created in traditional marketing space (outside of social marketing spectrum), mention integration with social marketing groups in their job description.
The other example where dedicated social marketing would be required can be found in geographically dispersed or global companies. In most cases, it would be very hard to develop an ‘integrated’ social marketing in a separation from the cultural and business environment of the target market.
In my opinion, the term 'integrated' vs. 'dedicated' is rather fake. There are probably only a handful of pure cases that would qualify either as 'dedicated' or 'integrated' social marketing. It seems to me that there will be a lot of examples of 'mixed' cases... all depending on the industry, products, geographical location, and the size of the company.
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I like the idea of integration with SCRUM Masters involved. Or if you have a second, wiki the spiral method and read up on that. A good approach to most companies in my opinion is to have the right people doing the roles they want to do; usually the roles being their favorites or falling under their clear or sometimes hidden strengths. This approach will allow the company to adopt for itself its own methodologies and mindset. A big problem with a dedicated staff is that over time, repetition could burn out creativity and foresight. By lifting the load with your legs, arms, hips, shoulders and back, you minimize the risk of injury, versus lifting with only your back, throwing it out and becoming out of commission.
A dedicated staff, especially in something as important as marketing and social media implementation, is not unlike putting all your coins into one pot, or bet. Today's horrendously aggressive social media warfare does not forgive mistakes or give grace to stranglers. So why not maximize success by almost requiring widespread company input? At the very least, the people in the company will appreciate being asked for their participation to voice their opinions, and their productivity and general mood would rise.
Let's not forget a company is an individual, both completely legally, structurally, and philosophically. So it is natural and obvious for the individual, or in this case the company, to develop its own traits and personality. Of course, it can learn from and share with each other, but in the end, the survival of the company, just like the survival of any individual human being we'll say, will ultimately come down to common sense, basics, and the advancements and specializations that truly belong to the unique "individual" in question.
Another likely issue with a huge dedicated staff could be the huge financial strain placed on the department to make up with ROI. Talk about pressure! Sure, under pressure, people/corporations have come up with invaluable progress, but the best, unique, and often humble solutions comes from those ah-ha! moments that grow in an integrated environment. Imagine ten supra-geniuses in a room trying to figure out the next big thing in social media, whereas none of them thought of asking their children or friends for their invaluable input, you know the ones that will actually use their product or service, or quite literally create the next big thing.
The ROI on a research team can be very risky. Instead, designate a few team players that have an invested personal passion to think out of the box, to design concepts to make the company tick, and let things fall into place, in an integrated atmosphere. The company picks the destination per se, but those select "SCRUM Masters" pick their vehicles and roads to travel to get there. Social media is not a singular branch, like mathematics, medicine, or economics, but rather it is the result of the ever-changing and ever-finicky wants of billions of people around the globe that change their minds quicker than the weather outside. Social media is a giant creature composed of the world's collective mentalities that possesses its own desires that cannot be so easily baited and leashed.
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