How do you measure that? (Enterprise 2.0 2011 session)

© 2011 IBM Corporation

How do you measure that?

#e2conf

Rawn Shah, [email protected], @rawnHardik Dave, [email protected]

mailto:[email protected]





Rawn Shah is in the IBM Social Software Adoption - BlueIQ Team, focusing on IBM's global Social Business transformation, focusing primarily on metrics and business value. He has written seven books, and currently writes a blog for Forbes.com.

Come by the IBM Booth #307

right after this sessionfor a free signed copy

of Rawn's book

Twitter: @rawn

Blog: blogs.forbes.com/rawnshah

Contact: [email protected]

Hardik Dave is a Senior Business Analyst in the IBM CIO organization focused social business metrics and analytics Twitter: @hardikdave


About Us

Get the extended version of these slides:

Slideshare: http://slidesha.re/mDVvvb IBM.com Community: http://bit.ly/mGmqua

http://twitter.com/rawn


http://blogs.forbes.com/rawnshah/




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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 Image source: http://www.flickr.com/photos/victoriapeckham (CC BY 2.0)

48% of Social Strategists listed

“Creating ROI Measurement“ as their

#1 objective in 2011Source: Altimeter 2010, Career Path of the Corporate Social Strategisthttp://bit.ly/9kyZik

It's certainly an important thing


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 This is starting to look more like a trip to the dentist's

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5 Steps to Baking a Social Analytics strategy

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?

© 2011 IBM Corporation … but there's no point in trying to boil it all

An ocean of possibilities from which to distill value ...

Image source: http://www.flickr.com/photos/ektogamat/3212977602


Customer Customer ValueValue


OperatingOperatingExcellenceExcellenceOperatingOperatingExcellenceExcellence

Operating Operating EfficiencyEfficiencyOperating Operating EfficiencyEfficiency

PeoplePeople& Culture& CulturePeoplePeople

& Culture& Culture

Acquire new Acquire new customerscustomers


Retain best Retain best customerscustomers


Leverage Leverage loyalist loyalist

customerscustomers


customerscustomers

Improve Improve marketing marketing

effectivenesseffectiveness



Get current Get current customers to customers to

buy morebuy more


buy morebuy more

Deal better Deal better with blows with blows

to reputationto reputation



Improve Improve sales sales




Improve Improve customer customer serviceservice


Find unmet Find unmet customer customer

needsneeds


needsneeds

Increase Increase return on return on company company

assetsassets


assetsassets

Develop new Develop new businessesbusinesses


Improve Improve product product

differentiationdifferentiation



Generate Generate income on income on intellectual intellectual

capitalcapital


capitalcapital

Eliminate Eliminate waste across waste across

the the enterpriseenterprise

Eliminate Eliminate waste across waste across

the the enterpriseenterprise

Improve Improve brand brand

awarenessawareness


awarenessawareness

Drive Drive effectiveness effectiveness

of supply of supply chainchain



Shorten time Shorten time to marketto market


Improve Improve demand demand

generation generation activitiesactivities



Reduce cycle Reduce cycle time for time for product product

developmentdevelopment



Capitalize on Capitalize on innovative innovative approachesapproaches


Improve Improve company company processesprocesses


Provide Provide employees employees with better with better informationinformation


Encourage Encourage endorsements endorsements of products by of products by

loyalistsloyalists


loyalistsloyalists

Improve Improve shared shared servicesservices


Improve Improve effectiveness effectiveness

of sales of sales channelschannels



Deal with Deal with reputational reputational

risksrisks


risksrisks

Reduce labor Reduce labor time on time on

processesprocesses


processesprocesses

Recruit Recruit stellar stellar

employeesemployees


employeesemployees

Enable Enable employees to employees to represent the represent the

companycompany


companycompany

Develop Develop employee employee

competenciescompetencies



Enhance Enhance employee / employee /

leader leader interactionsinteractions



Improve Improve employee employee

performanceperformance



Engage in Engage in the the

communitycommunity


communitycommunity

Share best Share best practicespractices


Strengthen Strengthen cultureculture



climateclimate


climateclimate

1. Why do you need it? Where's the value?




OperatingOperatingExcellenceExcellenceOperatingOperatingExcellenceExcellence

Operating Operating EfficiencyEfficiencyOperating Operating EfficiencyEfficiency

PeoplePeople& Culture& CulturePeoplePeople

& Culture& Culture





Eliminate Eliminate waste waste

across the across the enterpriseenterprise

Eliminate Eliminate waste waste

across the across the enterpriseenterprise




communitycommunity


communitycommunity




customerscustomers


customerscustomers






buy morebuy more


buy morebuy more










needsneeds


needsneeds


assetsassets


assetsassets








capitalcapital


capitalcapital


awarenessawareness


awarenessawareness






















loyalistsloyalists


loyalistsloyalists






risksrisks


risksrisks


processesprocesses


processesprocesses


employeesemployees


employeesemployees


companycompany


companycompany


















climateclimate


climateclimate

Business value is both hard and soft... Both matter

$ $

$

$

$$


2. Who will need it?ht

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2. Who will use it?

Executives

Line Managers

Business Process Leaders

Community Managers

IT / SystemAdministrators

Program Managers

Employees

Partners

Customers

SALES / BUSINESSDEVELOPMENT



HUMANRESOURCES

HUMANRESOURCES

HUMANRESOURCES

INFORMATIONTECHNOLOGYINFORMATIONTECHNOLOGY

PRODUCTDEVELOPMENT

PRODUCTDEVELOPMENT

MARKETINGMARKETINGMARKETING

Job Roles

Departments & Processes


Linking #1 Why to #2 Who

MarketingExecutives

Line Managers

Marketing Process Leaders

Community Managers

MarketingProgram

Managers

Employees

Partners

Customers

HR Executives

Line Managers

Community Managers

HR Program Managers

Employees

HUMANRESOURCES

HUMANRESOURCES

HUMANRESOURCES

MARKETINGMARKETINGMARKETING



LeadershipLeadershipdevelopmentdevelopmentLeadershipLeadership


Acquire Acquire new new

customerscustomers

Acquire Acquire new new

customerscustomers


customerscustomers


customerscustomers


We've linked #1 Why to #2 Who

1. Why do you

need it?

2. Who will need

it?


3. What types of social metrics do you need?

Image source: Rawn Shah, www.wordle.net


Qualitative Quantitative

Be

ha

vio

ral

Att

itu

din

al

Individual Reputations

Group Vitality

IP & Content Activity

Social Interactivity

BrandReputations

ProcessBehavior

Satisfaction & Importance

Social Graph

De

mo

gra

ph

ics

3. What types of social metrics do you need?


Rol

es

Social metrics of interest to Job roles

Sr Executives

Business Process Leaders

Community Managers

IT / SystemAdministrators

Social Business Program Leaders

Employees

Process Behavior

Satisfaction &

Importance

Brand Reputat-

ionIndividual

ReputationGroup Vitality

Content interactivity

Social Graph



Rol

es

Social metrics for HR Roles

HR Executives

LineManagers

Community Managers

HR Program

Managers

Employees

Process Behavior

Satisfaction &

Importance

Brand Reputat-

ionIndividual


Content Interactivity

Social Graph

Social Interacti-

vity


Rol

es


HR Executives

LineManagers

Community Managers

HR Program

Managers

Employees

Process Behavior

Satisfaction &

Importance

Brand Reputat-

ionIndividual



Social Graph

Social Interacti-

vity

● Velocity of member growth● Frequency of interaction

● Brand alignment● Share of voice● Sentiment intensity

● Satisfaction with community● Importance of community

● Content ratings● Contributions● Consumption● Response to post ratio


Rol

es


HR Executives

LineManagers

Community Managers

HR Program

Managers

Employees

Process Behavior

Satisfaction &

Importance

Brand Reputat-

ionIndividual



Social Graph

Social Interacti-

vity

● Velocity of member growth● Frequency of interaction

● Brand alignment● Share of voice● Sentiment intensity

● Satisfaction with community● Importance of community

● Content ratings● Contributions● Consumption● Response to post ratio

● Frequency of interaction ● Enrollment into HR activities

● Relevance of HR to daily job activities● Difficulty of HR processes

● Satisfaction with HR-related social activity● Importance of HR elated social activity

● Content ratings● Consumption● Where/Who links are reshared to


Process Behavior

Satisfaction &

ImportanceBrand

ReputationIndividual



Social Graph

Social Interact-

ivity

Rol

es

Social metrics for Marketing Roles

Marketing Executives

LineManagers

Community Managers

Marketing Program

Managers

Employees

Customers


We linked Who to What

1. Why do you need

it?

2. Who will need it?



4. H

ow d

o yo

u co

llect

it?

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Qualitative Quantitative

De

mo

gra

ph

ics

Be

ha

vio

ral

Att

itu

din

al

SurveysInterviews /

Day-in-the-life

Social Network Analysis

Content / SentimentAnalysis

Activity logging

4. How do you collect it?



Group Vitality

IP & Content Activity


Brand Reputations

Process Behavior


Social Graph

Surveys

Interviews /Day-in-the-life

Interviews

Content / Sentiment Analysis

Surveys

=

=

=

=

=

=

=

=

Activity logging

Activity logging

Activity logging



Surveys

Activity logging


Activity logging

Surveys

Surveys

Activity logging





We linked #3 What to #4 How

1. Why do you

need it?

2. Who will need

it?


4. How do you

collect it?

© 2011 IBM Corporation 5. When will you need it?

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8130

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5


…

Social graph

Group vitality metrics

...

Process Behavior

Brand Reputations


Basic

Early stage of the program

● Early adopters using tools

Identify gaps in usage and issues with adoption

Integrate into

business processes

Intermediate

● Wider adoption

● Relying on social business tools

Advanced

● Integrated into business processes

● Employees use it daily

Satisfaction/Importance


Content Activity

“When” is a question of Social Business maturity


Be

ha

vio

ral

Basic

Intermediate

Advanced

To help identify gaps or the need for social business program (e.g. Identify expert, build teams, finding content, sharing activities, managing information)

To understand expected business value from the program

To collect regular feedback from early adopters To identify usability and technical issues

To identify adoption challenges To help calculate business value

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

Method: Surveys


Be

ha

vio

ral

Method: Surveys

Basic

Intermediate

Advanced

To help identify gaps or the need for social business program (e.g. Identify expert, build teams, finding content, sharing activities, managing information)

To understand expected business value from the program

To collect regular feedback from early adopters To identify usability and technical issues

To identify adoption challenges To help calculate business value

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


What do you get out of surveys (1) Critical social activities employees need to do and gaps to fill

(2) Segmented view of where social business program will provide most value

Social Activity Importance of the activity for an employee

Satisfaction with the current tools

Find an expert Very Important Dissatisfied

Find Relevant content Very Important Satisfied

Join relevant community Important Dissatisfied

Share project status and documentation with the team

Very Important Satisfied

Sales

Marketing

Engineering

Research

Executive

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Importance and Sat with Finding an expertBy Job Role

ImportanceSatisfaction

Retail Unit

Softw are Group

Hardw are Group

Services Group

Finance Group

0% 10%20%30%40%50%60%70%80%90%

Importance and Sat with Finding an expertBy Business Units

ImportanceSatisfaction

* Sample Data only

IBM internal Workplace Effectiveness Survey

Method: Surveys


Very Important Somewhat Important Neither important nor unimportant

Not very important Not at all important

Find an expert 5 4 3 2 1

Find Relevant content 5 4 3 2 1

Join relevant community 5 4 3 2 1

Before the program launch, ask importance and satisfaction questions to find gapse.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?

During the program deployment, ask questions to find out how the tool is being usede.g., How much do you agree or disagree that each of the statements below describes your recent experience with Lotus Connections?

Strongly Agree

Somewhat Agree

Neither Agree nor Disagree

Somewhat Disagree

Strongly Disagree

Does Not Apply

a. Expertise Discovery: Lotus Connections allows me to locate people who have expertise that I’m looking for.

5 4 3 2 1 0

b. Usability: Lotus Connections is easy to use, that is, I can easily understand how to locate and use the features.

5 4 3 2 1 0

Method: Surveys


Be

ha

vio

ral

Basic

Intermediate

Advanced

Gather qualitative data through interviews and focus groups of lead users for success stories and pain points

N/A

Day in the life scenarios are valuable when expanding the social business program to a larger scale

Identify, measure and valuate the use of social interactions in a business process workflow

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

Method: Interviews & Day-in-the-life visioning

© 2011 IBM Corporation IBM Portal Experience Modeler

Method: Day-in-the-life visioning1) Review “as is” Business

Analysis Materials Key Community players/roles Key Processes Key Process Problem Areas Key Portal Services and

Components

2) Interview players for PAIN and cost of it

Too many manual processes Customer/User Dissatisfaction Poor visibility into KPI’s Silo’ed Business Units

3) Develop credible Scenarios aligned with the business vision goals

Resonate with users/stakeholders Supported by real world examples

Branding (logos and colors)

Legacy Application Screens

Sample Documents / Forms

Company terminology and nomenclature

4) Gather and Manage Artifacts

5) Show the “to be”state

Efficiency/Productivity Innovation Business Transformation Competitive Game Changing

Capabilities


Be

ha

vio

ral

Method: Activity logging

Basic

Intermediate

Advanced

Measure usage and contribution by early adopters Measure most widely used content to understand how users are using

social business tools

Measure activity in communities 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 community

Content ratings, tagging and comments

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


Be

ha

vio

ral

Method: Activity logging

IBM Reporting Tool for Connections


Method: Content & Sentiment Analysis

Basic

Intermediate

Advanced

N/A

N/A

To understand group vitality and brand reputation To capture real-time employee sentiment To identify business process and IT issues in real-time

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


Be

ha

vio

ral

IBM Cognos Consumer Insight

Method: Content & Sentiment Analysis


Be

ha

vio

ral

Basic

Intermediate

Advanced

N/A

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

Managers and Business analysts can see the interdepencies of groups of people across organizational silos and demographics

Why do Social Network Analysis– To map the relationships between job roles and how people interact– To find connectiivty, proximity and flow of interactions

Method: Social Network Analysis


Be

ha

vio

ral

Method: Social Network Analysis

IBM SaND Visualization


We've linked #4 How to #5 When

1. Why do you

need it?

2. Who will need

it?


4. How do you

collect it?

5. When do you

need it?


Intermediate AdvancedBasic


Making a Social analytics strategy map






Group Vitality






Enhance Enhance employee & employee &







Group Vitality













ActivityLogging

Group Vitality


ActivityLogging

ActivityLogging

SNA












ActivityLogging

Group Vitality

Satisfaction & ImportanceSurveys Sentiment

Analysis

ActivityLogging

SNA

ActivityLogging

SNA


Yay! We've linked it all together

1. Why do you

need it?

2. Who will need

it?


4. How do you

collect it?

5. When do you

need it?


1. Why do you

need it?

2. Who will need

it?


4. How do you collect

it?

5. When do you

need it?

http://www.flickr.com/photos/8078381@N03/3321529873/sizes/z/in/photostream/


Rawn Shah is in the IBM Social Software Adoption - BlueIQ Team, focusing on IBM's global Social Business transformation, focusing primarily on metrics and business value. He has written seven books, and currently writes a blog for Forbes.com.

Come by the IBM Booth #307

right after this sessionfor a free signed copy

of Rawn's book

Twitter: @rawn

Blog: blogs.forbes.com/rawnshah


Hardik Dave is a Senior Business Analyst in the IBM CIO organization focused social business metrics and analytics Twitter: @hardikdave


About Us

Please respond to the evaluation form

for this session

Get the extended version of these slides:

Slideshare: http://slidesha.re/mDVvvb IBM.com Community: http://bit.ly/mGmqua









