Taking Stakeholder Management To The Next Level – Social Media, Organisational Energy, Branding and Programme Management

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A series of papers written by Peter, the UK’s leading social media consultantnew document

Peter presented this paper at the Association of Project Management (APM) conference in London



Taking Stakeholder Management To The Next Level – Social Media, Organisational Energy, Branding and Programme Management




1.0 Social Media.

1.1 Social Media Definitions.

1.2 Social Media Overview.2.0 Organisational Energy and Branding.

3.0 The Social Media Framework.

3.1 Social Media Strategy Relates to Investment, Value and Culture.3.1.1 Investment.

3.1.2 Business Value.

3.1.3 Organisational Culture.

4.0 Phases of Socialisation within the Organisation.

4.1 Early Adopters.

4.2 Socially Tactical Organisations.

4.3 Socially Integrated Organisations.

4.4 Fully Socialised Culture and Organisation.

5.0 Leadership Phases in Socialising an Organisation.

5.1 Leadership in the Early Adopter Phase.

5.2 Leadership in the Socially Tactical Organisations.

5.3 Leadership in Socially Integrated and Socialised Organisations.

5.4 Programme Management.

5.4.1 A Day in the Life of a Programme Manager.

5.4.2 Setting Some Guidelines.

6.0 Management Needs to Change in the Socialised Organisation.


The following are the accompanying notes of the presentation given to the Association of Project Management on 30 June 2011.  They review social media in the context of organisational energy, brand and programme management.

Organisational energy is the degree to which a company’s employees engage in helping the company achieve its goals and the level at which they are willing to contribute their intellectual power, skills, emotions and passion to help the whole organisation to succeed.

Organisational energy has two measurable dimensions: level and direction. A headless chicken has energy without direction. A punishment work team has direction without energy. The high energy organisation not only energises its people but also channels that energy purposefully towards results. The flow of energy travels from the organisation to the brand, turning the organisation’s brand into aLe Manscar.  Lots of power, energy and controlled direction, well most of the time!  The higher the organisational and brand energy, the more profit will result.

Social media networks can act as the arteries that let the energy flow through the organisation.  They are the informal and formal channels that will feed and connect all the disparate parts of the culture to their common goals.  This however does not come without risks, which need to be understood and catered for, in the evolution of the social media systems within the organisation’s cultures.  There are many organisations that offer ‘their solution’, but it would be a perfect world if there was a one stop solution for every culture, with all that culture’s nuances and idiosyncrasies, let alone the myriad of different channels and cultures you will find in the markets and marketing channels.  The key to success here is, understanding the security zones and the spaces that need to be created.  From a totally secure, behind the fire wall, through a middle interactive space, to the totally public space.  Understanding the flow of data and how that data is managed through those spaces.

There are a number of dangers.

  • That organisations do not seize the day but their competitors do and social media gives their competitors a competitive advantage that overwhelms them.
  • That organisations do not control the socialisation of their culture and social media overwhelms them, possibly disastrously.
  • That for organisations to seize the day there are changes they need to make to themselves and their culture, that go beyond social media.
  • That organisations do not understand that social media is not just about technology, communications, data flow and risk.  It goes far beyond these areas.  It needs to be encapsulated and considered in all transformational change programmes and may warrant a transformational change programme in its own right.
  • That organisations do not consider how social media impacts the overall return on investment blueprint.

A simple change programme is a good place to pilot and prove the potential of using social media to create a flow of energy.

To achieve high productivity in an organisation, its management has to create a culture that engages its employees and engenders a high degree of interest in the success of the programmes and company initiatives. This high interest will generate a high level of engagement and passion for the company’s success, which in turn will generate high levels of organisational energy.

If we start from the point where we agree that helping employees manage their energy, not their time will reduce employee stress and increase employee morale, we can see how a socialised organisation will bring significant rewards.  The socialised organisation needs a shift in the way leaders manage employees.  We need to view employees as human beings not simple resources to be managed in a project or programme.  We need to invest time in meeting their core needs so we can harvest more of their energy towards a directed goal or outcome.  People feel more energised, inspired and are able to cope with their personal and corporate pressures when they are emotionally looked after.  Communicating and engaging with them on a social level will play a big part of this process.

By addressing what people feel within the organisation and how that is channelling through the informal networks within your culture, you can identify and manage the organisation’s energy. To manage energy it is necessary for us to discover where it comes from, what influences it, understand how to focus it, and find ways to release it with control and direction.

In the socialised organisation the silo barriers have been removed.  The trust and transparency that has resulted from the openness, dynamically evolving processes and easy flow of communications enables a positive flow of energy into the organisation and brand.

Organisational energy comes from four sources, each with an emotional and rational element – Connection, Content, Context and Climate. Use the social media channels to identify your organisation’s energy and, re-direct it for better performance.  The socialised organisation will use social media to break down the barriers, build cross silo teams and encourage innovation and collaboration outside of the formal organisational structure.

Social media has, metaphorically, removed the corporate wall and the brand image is growing into a reflection of the people and culture of the company or organisation.  The brand energy is channelling from the energised organisational culture.  Markets and customers interacting with social media messages will re purpose the messages adding additional bits, that they wish to add, passing the message on to their herd or tribe within the internal and / or external markets.  In essence the markets and customers are now creating the brand and this is directly linked to the emotional energy flowing from the organisation.

Every transformational programme needs to consider social media.  How it will help at a project and programme level and moreover how it may contribute to the organisation becoming a fully socialised culture.

Social Media Papers Written By Peter Wilkinson: A series of papers written by Peter, the UK's leading social media consultant
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Social Media Papers Written By Peter Wilkinson: A series of papers written by Peter, the UK's leading social media consultant
Social Media Papers Written By Peter Wilkinson: A series of papers written by Peter, the UK's leading social media consultant Taking Stakeholder Management To The Next Level - Social Media, Organisational Energy, Branding and Programme Management
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Marketing and social media strategy | KPI and ROI | Specialist strategic marketing services | Trainer | Speaker | Blogger | I bring new ideas, innovation, passion and clear strategy with defined ROI, underpinned by 30 + years of experience.

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