Social media is beyond the tipping point and is now an integral part of communications and marketing for many B2B and B2C companies. Given this transformation, companies need to organize using a more modern paradigm that optimizes, measures and values social media's contributions to business results.

Traditionally, Marketing departments have been organized as a series of discrete functions (i.e., advertising, market research, PR) reporting into a Chief Marketing Officer (CMO). These functional groups have largely operated as silos with minimal integration. Marketing messages were "pushed" out to passive target audiences in a command-and-control manner.

With social media, the conversations bubble up from anywhere and everywhere - both inside and outside of the corporation. Customers and employees interact with one another through multiple points of entry. Social media breaks down all communications barriers and organizational silos. No one department "owns" social media. In order to succeed in this new environment, Marketing must become more agile and more integrated - within its own department, across the company, with customers and partners and with other key constituency groups.

This white paper will consider key organizational questions that accompany the growth of social media:

• How should an organization be structured to optimize social media's contribution to business results?
• What roles/positions are necessary to support the social media function?
• What are the responsibilities that go with these new roles?
• Should these roles be staffed internally or externally?
• What qualifications are needed to perform these roles effectively? What types of individuals should staff these functions?

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