The corporate digital footprint: exactly who owns and controls it? The emergence of the digital director

Abstract

Purpose

This paper aims to address the subject of the corporate digital footprint. The explosion of social media networks has created major opportunities for companies and employees alike, yet many senior executives don't fully understand how to harness its power or, indeed, how to maintain control of it. Mastering the social media tools and creating a meaningful digital footprint can produce significant corporate value. Chief executive officers are beginning to realize that in order to take advantage of the digital evolution, they need someone who can capitalize on the robust and dynamic flow of data, knowledge and information across all business interests and through social media streams. The concept of the digital director is now emerging. The head of digital strategy will have ultimate control of the corporate digital agenda and be accountable for the organization's digital identity, both on a corporate and an individual level.

Design/methodology/approach

This paper discusses some important issues relating to the use of social media networks by employees, and the need for a different set of competencies and business‐related expertise to manage the corporate digital footprint.

Findings

Mastering the social media tools and creating a meaningful digital footprint can produce significant corporate value. To take advantage of the digital evolution, companies need someone who can control and use the flow of data, knowledge and information across all business interests and through social media streams. The concept of the digital director is emerging.

Originality/value

The issues addressed will benefit senior management by improving their understanding of how best to manage and control their organization's digital identity.

Citation

Dumeresque, D. (2013), "The corporate digital footprint: exactly who owns and controls it? The emergence of the digital director", Strategic Direction, Vol. 29 No. 7, pp. 34-36. https://doi.org/10.1108/SD-04-2013-0011