More Related Content
Similar to How do you measure that? (Enterprise 2.0 2011 session) (20)
How do you measure that? (Enterprise 2.0 2011 session)
- 1. How do you measure that?
#e2conf
Rawn Shah, rawn@us.ibm.com, @rawn
Hardik Dave, Hardik.Dave@us.ibm.com
© 2011 IBM Corporation
- 2. About Us
Rawn Shah is in the IBM Social Software
Adoption - BlueIQ Team, focusing on
Come by the IBM's global Social Business
IBM Booth #307 transformation, focusing primarily on
right after this session
metrics and business value. He has
for a free signed copy
of Rawn's book written seven books, and currently writes
a blog for Forbes.com.
Twitter: @rawn
Blog: blogs.forbes.com/rawnshah
Contact: rawn@us.ibm.com
Hardik Dave is a Senior Business
Analyst in the IBM CIO organization
focused social business metrics and
analytics
Twitter: @hardikdave
Get the extended version of these slides: Contact: Hardik.Dave@us.ibm.com
Slideshare: http://slidesha.re/mDVvvb
IBM.com Community: http://bit.ly/mGmqua
© 2011 IBM Corporation
- 3. Baking a Social Analytics Strategy should be
a happy thing
http://www.flickr.com/photos/8078381@N03/3321529873/sizes/z/in/photostream/ © 2011 IBM Corporation
- 4. It's certainly an important thing
48% of Social Strategists listed
“Creating ROI Measurement“ as their
#1 objective in 2011
Source: Altimeter 2010, Career Path of the Corporate Social Strategist
http://bit.ly/9kyZik
Image source: http://www.flickr.com/photos/victoriapeckham (CC BY 2.0)
© 2011 IBM Corporation
- 5. So which social metrics do you link to value?
And … How do you measure that?
Image source: Rawn Shah, www.wordle.net © 2011 IBM Corporation
- 7. 5 Steps to Baking a Social Analytics strategy
1. Why
do you
need it?
5. When 2. Who
do you will need
need it? it?
4. How 3. What
do you do they
collect it? need?
© 2011 IBM Corporation
- 8. An ocean of possibilities from which to distill value ...
Image source: http://www.flickr.com/photos/ektogamat/3212977602
… but there's no point in trying to boil it all
© 2011 IBM Corporation
- 9. 1. Why do you need it? Where's the value?
Reduce cycle
Reduce cycle Capitalize on
Leverage
Leverage Capitalize on Improve
Improve
Acquire new
Acquire new Retain best
Retain best time for
time for innovative
loyalist
loyalist innovative company
company
customers
customers customers
customers product
product approaches
customers
customers approaches processes
processes
development
development
Customer
Customer Operating
Operating
Value
Value Provide
Provide Encourage
Efficiency
Efficiency
Improve
Improve Get current
Get current Deal better
Deal better Encourage Improve
Improve
employees
employees endorsements
endorsements
marketing
marketing customers to
customers to with blows
with blows shared
shared
with better
with better of products by
of products by
effectiveness
effectiveness buy more
buy more to reputation
to reputation services
services
information
information loyalists
loyalists
Improve
Improve
Improve
Improve Improve
Improve Find unmet
Find unmet Deal with
Deal with Reduce labor
Reduce labor
effectiveness
effectiveness
sales
sales customer
customer customer
customer reputational
reputational time on
time on
of sales
of sales
effectiveness
effectiveness service
service needs
needs risks
risks processes
processes
channels
channels
Increase
Increase Enable
Enable
Improve
Improve Recruit
Recruit Develop
Develop
return on
return on Develop new
Develop new employees to
employees to
product
product stellar
stellar employee
employee
company
company businesses
businesses represent the
represent the
differentiation
differentiation employees
employees competencies
competencies
assets
assets company
company
Operating
Operating Generate
Generate Enhance
Enhance
People
income on
Eliminate
Eliminate Improve
Improve employee //
Improve
Improve Engage in People
Excellence
Excellence income on waste across
waste across brand
brand
employee employee
employee
Engage in
& Culture
intellectual
intellectual the
the awareness
awareness
leader
leader performance
performance
the
the & Culture
capital
capital interactions
interactions community
community
enterprise
enterprise
Drive
Drive Improve
Improve Improve
Improve
effectiveness
effectiveness Shorten time
Shorten time demand
demand Share best
Share best Strengthen
Strengthen
employee
employee
of supply
of supply to market
to market generation
generation practices
practices culture
culture
climate
climate
chain
chain activities
activities
© 2011 IBM Corporation
- 10. Business value is both hard and soft... Both matter
$
Reduce cycle
Reduce cycle
$
Leverage
Leverage Capitalize on
Capitalize on Improve
Improve
Acquire new
Acquire new Retain best
Retain best time for
time for innovative
loyalist
loyalist innovative company
company
customers
customers customers
customers product
product approaches
customers
customers approaches processes
processes
development
development
Customer
Customer Operating
Operating
Value
Value Provide
Provide Encourage
Efficiency
Efficiency
Improve
Improve Get current
Get current Deal better
Deal better Encourage Improve
Improve
employees
employees endorsements
endorsements shared
shared
marketing
marketing customers to
customers to with blows
with blows with better
with better of products by
of products by services
services
effectiveness
effectiveness buy more
buy more to reputation
to reputation information
information loyalists
loyalists
$
Improve
Improve Improve
Improve
Improve
Improve Find unmet
Find unmet Deal with
Deal with Reduce labor
Reduce labor
customer
customer effectiveness
effectiveness
sales
sales customer
customer reputational
reputational time on
time on
service
service of sales
of sales
effectiveness
effectiveness needs
needs risks
risks processes
processes
channels
channels
$
Increase
Increase Enable
Enable
Improve
Improve Recruit
Recruit Develop
Develop
return on
return on Develop new
Develop new employees to
employees to
product
product stellar
stellar employee
employee
company
company businesses
businesses represent the
represent the
differentiation
differentiation employees
employees competencies
competencies
assets
assets company
company
Operating
Operating
$
Generate
Generate Enhance
Enhance
Eliminate Engage in
People
$
Eliminate Engage in
income on
Improve
Improve employee //
Improve
Improve People
Excellence
Excellence income on waste
waste brand
brand
employee employee
employee the
the
& Culture
intellectual
intellectual across the
across the awareness
awareness
leader
leader performance
performance community
community & Culture
capital
capital enterprise
enterprise interactions
interactions
Drive
Drive Improve
Improve Improve
Improve
effectiveness
effectiveness Shorten time
Shorten time demand
demand Share best
Share best Strengthen
Strengthen
employee
employee
of supply
of supply to market
to market generation
generation practices
practices culture
culture
climate
climate
chain
chain activities
activities
© 2011 IBM Corporation
- 12. 2. Who will use it?
Business
Process
Program Executives
Leaders
Job Roles Managers
Employees
Line Community
IT / System Managers
Administrators Managers
Customers
Partners
Departments HUMAN PRODUCT
DEVELOPMENT
RESOURCES
& Processes
INFORMATION
TECHNOLOGY SALES / BUSINESS
DEVELOPMENT
MARKETING
© 2011 IBM Corporation
- 13. Linking #1 Why to #2 Who
Marketing
MARKETING
Marketing Process
Acquire
Acquire Executives Leaders
new
new
customers
customers
Marketing Employees
Program
Managers Line Community
Managers Customers
Leverage
Leverage Managers
loyalist
loyalist
customers
Partners
customers
Share best
Share best
practices
practices
HR Executives
HR Program
Managers
Employees
Leadership
Leadership
development
development Line Community
Managers Managers
HUMAN
RESOURCES
© 2011 IBM Corporation
- 14. We've linked #1 Why to #2 Who
1. Why
do you
need it?
2. Who
will need
it?
© 2011 IBM Corporation
- 15. 3. What types of social metrics do you need?
Image source: Rawn Shah, www.wordle.net © 2011 IBM Corporation
- 16. 3. What types of social metrics do you need?
Social Graph
Behavioral
Social Interactivity
Process
Demographics
Behavior
Individual IP &
Group Content
Vitality Reputations
Activity
Attitudinal
Brand
Reputations
Satisfaction &
Importance
Qualitative Quantitative
© 2011 IBM Corporation
- 17. Social metrics of interest to Job roles
Satisfaction Brand
Process & Reputat- Individual Group Content Social Social
Behavior Importance ion Reputation Vitality interactivity Graph Interactivity
IT / System
Administrators
Employees
Community
Roles
Managers
Social
Business
Program
Leaders
Business
Process
Leaders
Sr Executives
© 2011 IBM Corporation
- 18. Social metrics for HR Roles
Satisfaction Brand Social
Process & Reputat- Individual Group Content Social Interacti-
Behavior Importance ion Reputation Vitality Interactivity Graph vity
Employees
Community
Managers
Roles
HR
Program
Managers
Line
Managers
HR
Executives
© 2011 IBM Corporation
- 19. Social metrics for HR Roles
Satisfaction Brand Social
Process & Reputat- Individual Group Content Social Interacti-
Behavior Importance ion Reputation Vitality Interactivity Graph vity
Content ratings
●
● Satisfaction with ● Velocity of member
● Brand alignment ● Contributions
community ● Share of voice
growth ● Consumption
Employees ● Importance of
● Sentiment intensity
● Frequency of
● Response to post ratio
community interaction
Community
Managers
Roles
HR
Program
Managers
Line
Managers
HR
Executives
© 2011 IBM Corporation
- 20. Social metrics for HR Roles
Satisfaction Brand Social
Process & Reputat- Individual Group Content Social Interacti-
Behavior Importance ion Reputation Vitality Interactivity Graph vity
Content ratings
●
● Satisfaction with ● Velocity of member
● Brand alignment ● Contributions
community ● Share of voice
growth ● Consumption
Employees ● Importance of
● Sentiment intensity
● Frequency of
● Response to post ratio
community interaction
Community
Managers
Roles
HR
Program
Managers
Satisfaction with HR- Relevance of HR to Frequency of Content ratings
● ● ● ●
Line related social activity daily job activities interaction ● Consumption
● Importance of HR ● Difficulty of HR ● Enrollment into HR ● Where/Who links are
Managers elated social activity processes activities reshared to
HR
Executives
© 2011 IBM Corporation
- 21. Social metrics for Marketing Roles
Satisfaction Social
Process & Brand Individual Group Content Social Interact-
Behavior Importance Reputation Reputation Vitality Interactivity Graph ivity
Customers
Employees
Roles
Community
Managers
Marketing
Program
Managers
Line
Managers
Marketing
Executives
© 2011 IBM Corporation
- 22. We linked Who to What
1. Why do
you need
it?
2. Who will
need it?
3. What do
they need?
© 2011 IBM Corporation
- 24. 4. How do you collect it?
Activity
logging
Behavioral
Social Network
Analysis
Demographics
Interviews /
Day-in-the-life Surveys
Attitudinal
Content /
Sentiment
Analysis
Qualitative Quantitative
© 2011 IBM Corporation
- 25. =
Social Graph Social Network Activity Surveys
Analysis logging
=
Social Activity
Interactivity Surveys
logging
Content /
=
IP & Content Activity Sentiment
Activity logging Analysis
Content /
=
Individual Activity Social Network
Analysis Sentiment
Reputations logging Analysis
=
Process Interviews / Activity
Behavior Day-in-the-life logging
Content /
=
Group Vitality Sentiment Surveys Social Network Activity
Analysis Analysis logging
Content /
=
Brand
Reputations
Sentiment Surveys
Analysis
=
Satisfaction & Surveys Interviews
Importance
© 2011 IBM Corporation
- 26. We linked #3 What to #4 How
1. Why
do you
need it?
2. Who
will need
it?
4. How 3. What
do you do they
collect it? need?
© 2011 IBM Corporation
- 27. 5. When will you need it?
© 2011 IBM Corporation
Image source: http://www.flickr.com/photos/sidm/4813041825
- 28. “When” is a question of Social Business maturity
Basic Intermediate Advanced
Early stage of the ● Wider adoption ●Integrated into
program business processes
●Relying on social Integrate
● Early adopters using Identify gaps business tools ● Employees use it daily
in usage and into
tools business
issues with
adoption processes
Satisfaction/Importance … ...
Social Interactivity Social graph Process Behavior
Content Activity Group vitality metrics Brand Reputations
Individual Reputations
© 2011 IBM Corporation
- 29. Method: Surveys
Why do Surveys
– Surveys help to measure the importance, satisfaction and attitude of employees towards the
social business program
– They provide an objective view of measuring the adoption of a social business program over time
– Can be easily incorporated in the existing IT or employee sat survey process
To help identify gaps or the need for social business program (e.g. Identify
Basic expert, build teams, finding content, sharing activities, managing information)
To understand expected business value from the program
To collect regular feedback from early adopters
Intermediate
To identify usability and technical issues
To identify adoption challenges
Advanced
To help calculate business value
© 2011 IBM Corporation
- 30. Method: Surveys
Why do Surveys
– Surveys help to measure the importance, satisfaction and attitude of employees towards the
social business program
– They provide an objective view of measuring the adoption of a social business program over
time
– Can be easily incorporated in the existing IT or employee sat survey process
To help identify gaps or the need for social business program (e.g. Identify
Basic expert, build teams, finding content, sharing activities, managing information)
To understand expected business value from the program
To collect regular feedback from early adopters
Intermediate
To identify usability and technical issues
To identify adoption challenges
Advanced
To help calculate business value
© 2011 IBM Corporation
- 31. Method: Surveys
What do you get out of surveys
(1) Critical social activities employees need to do and gaps to fill
Social Activity Importance of the activity for Satisfaction with the
an employee current tools
Find an expert Very Important Dissatisfied
Find Relevant content Very Important Satisfied
Join relevant community Important Dissatisfied
Share project status and documentation Very Important Satisfied
with the team
(2) Segmented view of where social business program will provide most value
Importance and Sat with Finding an expert Importance and Sat with Finding an expert
By Job Role By Business Units
Executive Finance Group
Research Services Group
Importance Importance
Engineering Satisf action Hardw are Group Satisf action
Marketing Softw are Group
Sales Retail Unit
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
* Sample Data only
IBM internal Workplace Effectiveness Survey
© 2011 IBM Corporation
- 32. Method: Surveys
Before the program launch, ask importance and satisfaction questions to find gaps
e.g. Please rate the importance of each these collaboration activities to you and your job and then
tell us your satisfaction with your current ability to accomplish each of these tasks?
Very Important Somewhat Important Neither important Not very important Not at all important
nor unimportant
Find an expert 5 4 3 2 1
Find Relevant content 5 4 3 2 1
Join relevant community 5 4 3 2 1
During the program deployment, ask questions to find out how the tool is being used
e.g., How much do you agree or disagree that each of the statements below describes your recent
experience with Lotus Connections?
Strongly Somewhat Neither Agree Somewhat Strongly Does Not
Agree Agree nor Disagree Disagree Disagree Apply
a. Expertise Discovery: Lotus Connections 5 4 3 2 1 0
allows me to locate people who have
expertise that I’m looking for.
b. Usability: Lotus Connections is easy to use, 5 4 3 2 1 0
that is, I can easily understand how to locate
and use the features.
© 2011 IBM Corporation
- 33. Method: Interviews & Day-in-the-life visioning
Interviews of individuals or groups helps gather qualitative opinion and insigh
– Helps to discover pain points, successes, and things that fall between the cracks
Day in the life visioning process helps create employee use cases
– Helps to create accurate use cases that model behavior in day-to-day practice
– Helps stakeholders to see how a process can be transformed into a social business process
Gather qualitative data through interviews and focus groups of lead users for
Basic success stories and pain points
Intermediate N/A
Day in the life scenarios are valuable when expanding the social business
program to a larger scale
Advanced
Identify, measure and valuate the use of social interactions in a business
process workflow
© 2011 IBM Corporation
- 34. Method: Day-in-the-life visioning
5) Show the “to be” 1) Review “as is” Business
state Analysis Materials
Efficiency/Productivity Key Community players/roles
Innovation Key Processes
Business Transformation Key Process Problem Areas
Competitive Game Changing Key Portal Services and
Capabilities Components
2) Interview players for
4) Gather and Manage PAIN and cost of it
Artifacts
Too many manual processes
Branding (logos and colors)
Customer/User Dissatisfaction
Legacy Application Screens
3) Develop credible Poor visibility into KPI’s
Sample Documents / Forms Scenarios aligned with Silo’ed Business Units
Company terminology and the business vision goals
nomenclature
Resonate with users/stakeholders
Supported by real world examples
IBM Portal Experience Modeler © 2011 IBM Corporation
- 35. Method: Activity logging
Activity logging shows how users interact with social business tools
– This is often the easiest method to implement and provides useful data quickly
– Activity logging data is foundational in building higher level metrics
– Measuring over time shows adoption and usage trends
Measure usage and contribution by early adopters
Basic Measure most widely used content to understand how users are using
social business tools
Measure activity in communities
Intermediate Measure how users are interacting with each other
Understand adoption patterns based on user activity
Measure individual reputation based on interactions with others in the
Advanced community
Content ratings, tagging and comments
© 2011 IBM Corporation
- 37. Method: Content & Sentiment Analysis
Content & sentiment analysis
– Analyzes public conversations happening on social business tools to identify topic of
conversation, employee sentiment, brand reputation and community vitality
– Helps assess customers' views and demands about products and services
– Owned vs. Earned content
Basic N/A
Intermediate N/A
To understand group vitality and brand reputation
Advanced To capture real-time employee sentiment
To identify business process and IT issues in real-time
© 2011 IBM Corporation
- 38. Method: Content & Sentiment Analysis
IBM Cognos Consumer Insight
© 2011 IBM Corporation
- 39. Method: Social Network Analysis
Why do Social Network Analysis
– To map the relationships between job roles and how people interact
– To find connectiivty, proximity and flow of interactions
Basic N/A
Intermediate To provide point-in-time view of network of relationships, find expertise
To allow individuals to see real-time view of how they interact, find
expertise and relationships across the organization
Advanced
Managers and Business analysts can see the interdepencies of groups of
people across organizational silos and demographics
© 2011 IBM Corporation
- 41. We've linked #4 How to #5 When
1. Why
do you
need it?
5. When 2. Who
do you will need
need it? it?
4. How 3. What
do you do they
collect it? need?
© 2011 IBM Corporation
- 42. Making a Social analytics strategy map
Basic Intermediate Advanced
Social Interactivity
© 2011 IBM Corporation
- 43. Making a Social analytics strategy map
Basic Intermediate Advanced
Group Vitality
Social Interactivity
Content Interactivity
Satisfaction & Importance
© 2011 IBM Corporation
- 44. Making a Social analytics strategy map
Basic Intermediate Advanced
Group Vitality
Social Interactivity
Content Interactivity
Satisfaction & Importance
Enhance
Enhance
Share best
Share best employee &
employee &
practices
practices leader
leader
interactions
interactions
© 2011 IBM Corporation
- 45. Making a Social analytics strategy map
Basic Intermediate Advanced
Group Vitality
Activity
Logging
Social Interactivity
Activity
Logging SNA
Content Interactivity
Activity
Logging
Satisfaction & Importance
Enhance
Enhance
Share best
Share best employee &
employee &
practices
practices leader
leader
interactions
interactions
© 2011 IBM Corporation
- 46. Making a Social analytics strategy map
Basic Intermediate Advanced
Group Vitality
Activity
Logging
Social Interactivity
Activity
Logging SNA SNA
Content Interactivity
Activity
Logging
Satisfaction & Importance
Surveys Sentiment
Analysis
Enhance
Enhance
Share best
Share best employee &
employee &
practices
practices leader
leader
interactions
interactions
© 2011 IBM Corporation
- 47. Yay! We've linked it all together
1. Why
do you
need it?
5. When 2. Who
do you will need
need it? it?
4. How 3. What
do you do they
collect it? need?
© 2011 IBM Corporation
- 48. 1. Why
do you
need it?
2. Who
will need
it?
3. What
do they
need?
4. How
do you
collect
it?
5. When
do you
need it?
http://www.flickr.com/photos/8078381@N03/3321529873/sizes/z/in/photostream/ © 2011 IBM Corporation
- 49. Please respond to
the evaluation form
for this session
About Us
Rawn Shah is in the IBM Social Software
Adoption - BlueIQ Team, focusing on
Come by the IBM's global Social Business
IBM Booth #307 transformation, focusing primarily on
right after this session
metrics and business value. He has
for a free signed copy
of Rawn's book written seven books, and currently writes
a blog for Forbes.com.
Twitter: @rawn
Blog: blogs.forbes.com/rawnshah
Contact: rawn@us.ibm.com
Hardik Dave is a Senior Business
Analyst in the IBM CIO organization
focused social business metrics and
analytics
Twitter: @hardikdave
Get the extended version of these slides: Contact: Hardik.Dave@us.ibm.com
Slideshare: http://slidesha.re/mDVvvb
IBM.com Community: http://bit.ly/mGmqua
© 2011 IBM Corporation