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Influence Scorecard June 2009

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An outline of the Influence Scorecard(TM)

An outline of the Influence Scorecard(TM)

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  • 1. An Outline of theInfluence Scorecard™
  • 2. This presentation
    I mooted the “Influence Scorecard” in January this year and got nothing but positive feedback. Thanks!
    I believe that this approach and the continuing innovations of the social Web analytics vendors offers a new vista on ‘closing the loop’ for marketing at the board and operational levels.
    I will be taking up your offers of convening end-2009, possibly in New York, to take this idea further. In the meantime, this presentation is a long overdue outline, a temporary FAQ, a request for comments and a call to action.
  • 3. What is the Influence Scorecard?
    The Influence Scorecard is a methodology that:
    Translates influence (marketing and PR) objectives into operational goals
    Helps to communicate the objectives and cascade them down to specific groups and individuals
    Guides the selection of measurement criteria
    Defines the ways in which these measurements can be made and presented for incorporation into the business performance management (BPM) process, reports and dashboards
    Informs the mechanism for learning from these measures and the adjustment of the influence strategy then required.
  • 4. Some simple definitions
    Influence – the power or ability to affect someone’s beliefs or actions.
    Stakeholders – any and every party with whom we have or would like to have a relationship and interaction for our organisational success.
    Competitors – any party whose organisational objectives for influence are at odds with our own.
  • 5. Influence flows
    Our influence with our stakeholders
    Our stakeholders' influence with each other in respect to us
    Our stakeholders’ influence with us
    Our competitors’ influence with our stakeholders
    Our stakeholders' influence with each other in respect to our competitors
    Our stakeholders influence with our competition
  • 6. Business performance management /1
    The days of assessing organisational performance solely with financial quantities are long gone.
    Financial reports, such as the ‘profit & loss’, look backwards. They are, in the language of BPM, lagging indicators that foretell little if anything of an organisation’s ability to meet objectives going forward.
  • 7. Business performance management /2
    Modern approaches to BPM, such as Kaplan's and Norton’s Balanced Scorecard augmented by the work of Hannabarger, Buchman and Economy, seek to complement financial measures with leading indicators across the strategic, operational and tactical levels.
    Traditionally, the four Balanced Scorecard perspectives are:
    Financial (lagging)
    Customer (leading)
    Internal business processes (leading)
    Innovation, learning and growth (leading)
  • 8. Business performance management /3
    Defining and understanding influence contributes to two of these perspectives.
    Obviously one of these is the customer perspective, but as you may know if you have read The Social Web Analytics eBook 2008, I also believe influence (and therefore social Web analytics / SWA) should feed directly into organisational learning, product development and innovation.
    Now there’s a new role for PR consultants!
  • 9. Influence Scorecard – the structure and content /1
    The Influence Scorecard methodology may be adopted by any organisation seeking to improve its competitiveness, and its application always improves the productivity and effectiveness of the influence process.
    It provides structure and rigor to the translation of influence objectives into operational goals. It provides example templates for and approaches to dissemination throughout an organisation’s influence supply chain. It offers a decision tree style approach to an organisation’s identification and selection of measurement criteria.
  • 10. Influence Scorecard – the structure and content /2
    The Influence Scorecard presents a manifesto on understanding influence in this organisational context.
    The manifesto maps out the end goal for the influence process, an end goal that mutually benefits organisations and their stakeholders.
  • 11. Influence Scorecard – the structure and content /3
    The Scorecard is reinforced with information about the latest analytics services and how they contribute to the achievement of effective influence measurement and the degree to which they marry with the Influence Scorecard manifesto.
  • 12. Influence Scorecard – the structure and content /4
    The Scorecard describes the characteristics of a universal data schema for the presentation and manipulation of influence data for integration into BPM. It informs the mechanism for organisational learning and the related adjustment of product, service and influence strategy.
  • 13. Links /1
    The original post and comments (links to subsequent posts)
    Response from Influence50
    Response from BuzzLogic
    Response from dna13
    Response from Andiamo
    Response from Cision
  • 14. Contact info
    M. +44 (0)7715 488 759
    E. philip@influencecrowd.com
    Twitter @sheldrake
    Friendfeed/sheldrake
    My marketing blog
    My convergence blog
    Skype psheldrake
    LinkedIn /in/philipsheldrake