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

The document outlines a strategy for measuring social business metrics and analytics, emphasizing the importance of linking metrics to business value. It details a five-step approach to developing a social analytics strategy, including identifying the need, target audience, types of metrics, data collection methods, and timing for implementation. Key methods discussed include surveys, interviews, activity logging, and content analysis for gathering quantitative and qualitative data on employee interactions and perceptions.

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How do you measure that? #e2conf Rawn Shah, rawn@us.ibm.com, @rawn Hardik Dave, Hardik.Dave@us.ibm.com © 2011 IBM Corporation
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
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
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
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
http://www.flickr.com/photos/sethw/49218482/ This is starting to look more like a trip to the dentist's © 2011 IBM Corporation
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
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
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
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
http://www.flickr.com/photos/lancashirecc/5505430299/ 2. Who will need it? © 2011 IBM Corporation
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
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
We've linked #1 Why to #2 Who 1. Why do you need it? 2. Who will need it? © 2011 IBM Corporation
3. What types of social metrics do you need? Image source: Rawn Shah, www.wordle.net © 2011 IBM Corporation
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
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
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
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
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
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
We linked Who to What 1. Why do you need it? 2. Who will need it? 3. What do they need? © 2011 IBM Corporation
Image source: http://www.flickr.com/photos/copleys/3623210642/ 4. How do you collect it? © 2011 IBM Corporation
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
= 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
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
5. When will you need it? © 2011 IBM Corporation Image source: http://www.flickr.com/photos/sidm/4813041825
“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
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
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
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
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
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
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
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
Method: Activity logging IBM Reporting Tool for Connections © 2011 IBM Corporation
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
Method: Content & Sentiment Analysis IBM Cognos Consumer Insight © 2011 IBM Corporation
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
Method: Social Network Analysis IBM SaND Visualization © 2011 IBM Corporation
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
Making a Social analytics strategy map Basic Intermediate Advanced Social Interactivity © 2011 IBM Corporation
Making a Social analytics strategy map Basic Intermediate Advanced Group Vitality Social Interactivity Content Interactivity Satisfaction & Importance © 2011 IBM Corporation
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
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
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
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
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
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