Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
Cesar Castro DiscoveryCast Crowdsourcing case studyVator
DiscoveryCast used a crowdsourcing approach to help a client improve customer service. They invited over 300 employees to participate and generated over 2000 ideas in 5 days. The ideas were clustered into 48 groups across 24 themes and 8 potential projects. To ensure success, DiscoveryCast emphasized internal communication throughout, a well-designed simple process, focusing the discussion on real challenges, commitment from top leadership, an active project team, and following through on identified actions. The keys to success included motivating participants and following through on results.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
This document provides information about business skills training programmes offered by Business Skills Academy. It lists various subjects that are covered in the training programmes such as creative thinking and problem solving, navigating conflict, balancing quality and results, presentation skills, and more. For each subject, it provides a brief description of the target group, training approach, topics covered, objectives, and schedule. It also includes contact information for those interested in discussing the programmes. The document aims to outline the essence and structure of the business skills training offered by Business Skills Academy.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
Converting physical workshops into a virtual setting can seem unrealistic and often comes at the cost of participant engagement and involvement. But even when the COVID-19 lockdown measures are no longer necessary, the future calls for less transportation and more virtual meetings. So how can you get the maximum impact of virtual large-scale workshops and still ensure the expected outcome?
In this webinar, we’ll be sharing best practices on large-scale virtual facilitation to guide you in converting and hosting virtual workshops.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
Cesar Castro DiscoveryCast Crowdsourcing case studyVator
DiscoveryCast used a crowdsourcing approach to help a client improve customer service. They invited over 300 employees to participate and generated over 2000 ideas in 5 days. The ideas were clustered into 48 groups across 24 themes and 8 potential projects. To ensure success, DiscoveryCast emphasized internal communication throughout, a well-designed simple process, focusing the discussion on real challenges, commitment from top leadership, an active project team, and following through on identified actions. The keys to success included motivating participants and following through on results.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
This document provides information about business skills training programmes offered by Business Skills Academy. It lists various subjects that are covered in the training programmes such as creative thinking and problem solving, navigating conflict, balancing quality and results, presentation skills, and more. For each subject, it provides a brief description of the target group, training approach, topics covered, objectives, and schedule. It also includes contact information for those interested in discussing the programmes. The document aims to outline the essence and structure of the business skills training offered by Business Skills Academy.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
Converting physical workshops into a virtual setting can seem unrealistic and often comes at the cost of participant engagement and involvement. But even when the COVID-19 lockdown measures are no longer necessary, the future calls for less transportation and more virtual meetings. So how can you get the maximum impact of virtual large-scale workshops and still ensure the expected outcome?
In this webinar, we’ll be sharing best practices on large-scale virtual facilitation to guide you in converting and hosting virtual workshops.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day Lean Six Sigma Yellow Belt certification training program taking place in San Diego, California from April 19-20, 2010. The training will teach participants to apply Six Sigma tools and methodologies to solve organizational challenges and improve processes. Participants will learn the DMAIC process and how to use it for effective project management. They will also gain an understanding of how to implement and deploy Lean Six Sigma strategies in an organization.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
This document provides information about a two-day training workshop on process improvement using Lean Six Sigma Yellow Belt certification. The workshop will be held on April 19-20, 2010 in San Diego, CA and will teach participants to apply Six Sigma tools to solve organizational challenges, learn the DMAIC process, and identify and overcome potential deployment pitfalls. Attendees will learn techniques to continuously improve processes and complete a work-related project.
The document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools and methodologies to solve organizational challenges, [2] understand and use the DMAIC process for effective project management and problem solving, and [3] implement Lean Six Sigma more efficiently and effectively to improve quality, reduce costs, and achieve other benefits. The training will take place on March 17-18, 2010 in Washington, DC.
The document provides information about a Lean Six Sigma Yellow Belt Certification conference to be held on July 13-15, 2009 in Washington DC. The conference will teach participants about Lean Six Sigma concepts and tools to improve organizational processes using the DMAIC methodology. It will include presentations, exercises and a certification exam. An optional post-conference workshop on July 15th will provide guidance on deploying Lean Six Sigma in an organization.
This 3-day training course provides attendees with the knowledge and skills needed to prepare for and pass the Project Management Professional (PMP)® certification exam. The course covers the five process groups and nine knowledge areas outlined in the Project Management Body of Knowledge (PMBOK)® Guide. Attendees will learn exam tips and techniques, practice sample questions, and receive a personalized study plan. The training aims to help attendees understand the exam format, align their project management knowledge with PMBOK terminology, and gain the expertise required to earn the PMP certification on their first attempt.
This document provides an agenda for an optional project management conference taking place on July 7-9, 2010 in Arlington, VA. The conference includes pre-conference workshops on July 7th focusing on setting the stage for project management and tracking and managing projects. The main conference on July 8-9th will address topics such as implementing project selection strategies, earned value management, defining metrics to measure project results, and creating a process improvement culture. Speakers will provide guidance on managing projects on time and budget, identifying troubled projects, and improving processes.
This document provides information about a Lean Six Sigma for IT conference being held on December 1-4, 2009 in Arlington, VA. The conference will provide training and certification in Lean Six Sigma concepts and tools and how they can be applied to improve IT processes. Attendees will learn how to analyze and improve IT processes using DMAIC methodology. There will be sessions on project selection, change management, combining Lean Six Sigma with ITIL, and driving innovation. The conference offers CPE credits and yellow belt certification.
The document provides information about a three-day sales management training forum taking place from March 17-19, 2010 in Arlington, VA. Each day focuses on a different theme: Day One covers advanced sales management techniques; Day Two focuses on building a strong sales team; Day Three is about customer service excellence. Attendees can earn up to 18 CPE credits. The training will provide strategies and tools to improve sales performance, develop high-performing teams, and increase customer satisfaction.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
This two-day training event focuses on project, program, and portfolio management strategies for the pharmaceutical industry. Day one covers project initiation and planning, risk management, and program management frameworks. Day two discusses techniques for project execution and closure, portfolio optimization through strategic alignment and resource management, and defining an effective portfolio structure. The goal is to help pharmaceutical companies increase efficiency, reduce costs and improve project success rates.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a conference on implementing and advancing strategy using the Balanced Scorecard methodology. The conference will be held on December 8-9, 2009 in Arlington, VA and includes optional pre-conference workshops on December 7. Attendees will learn how to streamline strategic planning, develop strategic initiatives, communicate performance effectively, link measures to employee performance, and identify next steps after implementation. Speakers will address topics like change management strategies, developing key measures and metrics, matching measures to job functions, and cascading the Balanced Scorecard throughout an organization.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, decision making, communication, change management, and conflict resolution. The agenda outlines the daily schedule and topics to be covered.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
KC/IABC Lunch July 18, 2013 - Building Internal Partnerships - Dave SeifertKCIABC
This document summarizes David Seifert's presentation on building internal partnerships. It discusses defining internal communication, moving from being an information distributor to a business partner, and the importance of relationships over technology. The top 5 principles for successful partnerships are outlined as building trust, telling the truth, being realistic, coaching and encouraging, and listening and learning. The presentation includes case studies and emphasizes that internal communication is about engaging employees for business objectives, not just distributing information.
This document provides information about a two-day Lean Six Sigma Yellow Belt certification training program taking place in San Diego, California from April 19-20, 2010. The training will teach participants to apply Six Sigma tools and methodologies to solve organizational challenges and improve processes. Participants will learn the DMAIC process and how to use it for effective project management. They will also gain an understanding of how to implement and deploy Lean Six Sigma strategies in an organization.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
This document provides information about a two-day training workshop on process improvement using Lean Six Sigma Yellow Belt certification. The workshop will be held on April 19-20, 2010 in San Diego, CA and will teach participants to apply Six Sigma tools to solve organizational challenges, learn the DMAIC process, and identify and overcome potential deployment pitfalls. Attendees will learn techniques to continuously improve processes and complete a work-related project.
The document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools and methodologies to solve organizational challenges, [2] understand and use the DMAIC process for effective project management and problem solving, and [3] implement Lean Six Sigma more efficiently and effectively to improve quality, reduce costs, and achieve other benefits. The training will take place on March 17-18, 2010 in Washington, DC.
The document provides information about a Lean Six Sigma Yellow Belt Certification conference to be held on July 13-15, 2009 in Washington DC. The conference will teach participants about Lean Six Sigma concepts and tools to improve organizational processes using the DMAIC methodology. It will include presentations, exercises and a certification exam. An optional post-conference workshop on July 15th will provide guidance on deploying Lean Six Sigma in an organization.
This 3-day training course provides attendees with the knowledge and skills needed to prepare for and pass the Project Management Professional (PMP)® certification exam. The course covers the five process groups and nine knowledge areas outlined in the Project Management Body of Knowledge (PMBOK)® Guide. Attendees will learn exam tips and techniques, practice sample questions, and receive a personalized study plan. The training aims to help attendees understand the exam format, align their project management knowledge with PMBOK terminology, and gain the expertise required to earn the PMP certification on their first attempt.
This document provides an agenda for an optional project management conference taking place on July 7-9, 2010 in Arlington, VA. The conference includes pre-conference workshops on July 7th focusing on setting the stage for project management and tracking and managing projects. The main conference on July 8-9th will address topics such as implementing project selection strategies, earned value management, defining metrics to measure project results, and creating a process improvement culture. Speakers will provide guidance on managing projects on time and budget, identifying troubled projects, and improving processes.
This document provides information about a Lean Six Sigma for IT conference being held on December 1-4, 2009 in Arlington, VA. The conference will provide training and certification in Lean Six Sigma concepts and tools and how they can be applied to improve IT processes. Attendees will learn how to analyze and improve IT processes using DMAIC methodology. There will be sessions on project selection, change management, combining Lean Six Sigma with ITIL, and driving innovation. The conference offers CPE credits and yellow belt certification.
The document provides information about a three-day sales management training forum taking place from March 17-19, 2010 in Arlington, VA. Each day focuses on a different theme: Day One covers advanced sales management techniques; Day Two focuses on building a strong sales team; Day Three is about customer service excellence. Attendees can earn up to 18 CPE credits. The training will provide strategies and tools to improve sales performance, develop high-performing teams, and increase customer satisfaction.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
This two-day training event focuses on project, program, and portfolio management strategies for the pharmaceutical industry. Day one covers project initiation and planning, risk management, and program management frameworks. Day two discusses techniques for project execution and closure, portfolio optimization through strategic alignment and resource management, and defining an effective portfolio structure. The goal is to help pharmaceutical companies increase efficiency, reduce costs and improve project success rates.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a conference on implementing and advancing strategy using the Balanced Scorecard methodology. The conference will be held on December 8-9, 2009 in Arlington, VA and includes optional pre-conference workshops on December 7. Attendees will learn how to streamline strategic planning, develop strategic initiatives, communicate performance effectively, link measures to employee performance, and identify next steps after implementation. Speakers will address topics like change management strategies, developing key measures and metrics, matching measures to job functions, and cascading the Balanced Scorecard throughout an organization.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, decision making, communication, change management, and conflict resolution. The agenda outlines the daily schedule and topics to be covered.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
KC/IABC Lunch July 18, 2013 - Building Internal Partnerships - Dave SeifertKCIABC
This document summarizes David Seifert's presentation on building internal partnerships. It discusses defining internal communication, moving from being an information distributor to a business partner, and the importance of relationships over technology. The top 5 principles for successful partnerships are outlined as building trust, telling the truth, being realistic, coaching and encouraging, and listening and learning. The presentation includes case studies and emphasizes that internal communication is about engaging employees for business objectives, not just distributing information.
IABC is a professional network of 15,000 business communication professionals in over 80 countries. Members work in public relations, corporate communications, public affairs, and other communication fields. IABC/BC offers professional development events, networking opportunities, special interest groups, and awards programs to connect members to ideas, jobs, and people in the communication industry. The top reasons for students to join include access to events, networking, job postings, and awards. Members work in government, private companies, and non-profits across British Columbia.
O documento discute a identidade única da escola ICBAS como a primeira e única instituição multidisciplinar e multiprofissional em Portugal, onde estudantes de diferentes áreas aprendem juntos. Também destaca a visão do fundador Abel Salazar de que um médico precisa de mais do que apenas conhecimentos médicos.
This document contains the results of an employee engagement survey conducted in 2010 by the IABC Research Foundation and Buck Consultants. Some key findings:
- Email and intranet are the most frequently used communication methods for engaging employees. Social media tools like Facebook and Twitter are also gaining popularity.
- Most organizations conduct employee listening activities like surveys at least once a year, but 32% do so rarely or not at all.
- Usage/statistic monitoring and information monitoring are the most common ways to measure the effectiveness of internal and external social media.
- Senior leaders partner with internal communicators more now than 12 months ago according to 47% of respondents. 42% said their engagement strategy did not change after the
USING SOCIAL MEDIA IN YOUR COMMUNICATION STRATEGIEStudorwilliams
In the past year, TWI Surveys has conducted a number of research studies on the use of social media with IABC and other communication organizations.
Ryan and Tudor Williams will share the findings of their studies and present the implications they see for the future of social media in the lives of communicators in the next few years
The survey found that business communication in Poland is not well understood and its effectiveness is not properly measured. Most respondents were management from large, privately-owned companies located in major cities. While face-to-face communication was seen as most effective, online communication has grown the most in recent years. When budgets are cut, marketing, media relations, and PR are reduced before other areas. The survey also found a lack of appreciation for employee and investor relations among managers. In conclusion, Polish businesses show low awareness and appreciation for effective business communication practices.
2014 Edelman Trust Barometer: Brazil FindingsEdelman
The 2014 Edelman Trust Barometer is the firm’s 14th annual trust and credibility survey produced by research firm Edelman Berland. This edition of the survey sampled 33,000 across 27 countries. Here you will find the results focused on the Brazilian market.
8th Annual Internal Communication Forum
Getting to the point through Internal Communication
www.arkgroupaustralia.com.au/Events-E030IntComm.htm
Best practice for effective company-wide communication
One-day connected forum and post-forum workshops
Expert panel of speakers representing:
| City of Sydney Council | Deloitte | La Trobe University | Kimberly-Clark Australia | ACE Insurance Limited | ComSuper |
| Macquarie Community College | Research Australia | TM Consultancy | BPS Communications
| Oakton Consulting Technology | Cechange |
Our most recently published article in case you missed it!
The Secrets of Great Internal Brands
www.arkgroupaustralia.com.au/News-internalbrands.htm
Written by:
Barbara Palframan Smith, Director, BPS Communications; Former Convenor and Lecturer, Public Relations Studies, Macquarie University, Sydney; IABC Gold Quill winner
and Simon Covill, Director, Cechange; Manager, Internal Communication - People & Culture, City of Sydney; Former Head of Corporate Relations & Communications, St.George Bank
Edelman’s new consumer brand study found that an overwhelming majority (90 percent) of people across eight countries want marketers to more effectively share their brands. Yet on average, only 10 percent of people think any given brand does it well. brandshare™ measured six dimensions of sharing – shared dialog, shared experience, shared goals, shared values, shared product and shared history – and found a link between effective brand sharing and business value. Here you will find the results focused on the Brazilian market.
The document summarizes the upcoming IPRA 2010 - XIX Public Relations World Congress to be held in Lima, Peru. It discusses that the congress will bring together world experts in public relations for the first time in Peru. It highlights that professionals from five continents will share trends, cases and results of communication in companies, organizations, government and institutions. It invites communication professionals from around the world to participate in the congress and discover Peru.
This document contains a presentation by Susan Saurage-Altenloh on measurement for successful communications and marketing. The presentation discusses the importance of understanding customers and competitors through research in order to develop effective marketing strategies. It provides examples of low-cost tools for gathering both quantitative and qualitative insights from customers, markets, and internal stakeholders. The presentation also outlines metrics for evaluating the performance and effectiveness of marketing programs and discusses common pitfalls to avoid when using metrics.
In its “Employee Engagement Survey,” the International Association of Business Communicators (IABC) Research Foundation teamed with Buck Consultants, an ACS company, to determine how organizations are communicating with employees to keep them engaged and productive. The survey includes responses from nearly 1,500 participants representing a broad industry and geographic base.
Columbine how to use strategic internal communications to help employees embr...columbinecompany
The document discusses the importance of change management and strategic internal communications to help employees embrace change. It notes that change is constant yet unpredictable, and that people are less committed to companies than in the past. Effective change management is critical for organizations today to mitigate personnel risks and address how change affects individuals. Communication must provide clear direction during change, inform and empower employees, and foster engagement. The roles of leadership, communication, and addressing employee concerns are key factors for successful change management.
Blog as an innovation tool of integrated communicationLiliana Chin Lau
This document discusses using blogs as an innovation tool for integrated communication by small and medium enterprises (SMEs) in Brazil. It notes that SMEs represent 98% of companies in Brazil but many do not take advantage of communication tools. It argues that blogs can help SMEs improve communication in an inexpensive way, allowing them to inform customers, partners, and employees without large investments. The document outlines how blogs function, their benefits, and how SMEs can integrate blogs into their marketing communication strategies through concepts like societal marketing and integrated marketing communication.
Linda Dulye IABC 2010 Global Conference PresentationDulye
Managers play a key role in organizational performance and employee productivity. This document outlines techniques for establishing a "Spectator-Free Workplace" where managers are actively communicating and engaging with employees. It provides tools and best practices for coaching managers to be better communicators, including establishing clear communication standards, leveraging multiple channels, providing context, soliciting feedback, and continuously measuring effectiveness. Regular calibration activities like informal polling, feedback forms, and data debriefs can help ensure managers are held accountable for their communication responsibilities.
The document discusses communication in the workplace. It covers various topics like the importance of communication, different modes of communication like verbal, non-verbal, internal communication, communication during negotiation, interpersonal vs intrapersonal communication, and use of email. Effective communication is important for an organization's performance as it helps improve understanding, coordination, and motivation among employees. The choice of communication channel depends on the situation, with some channels like face-to-face or email being more appropriate than others depending on the message and recipients. Non-verbal cues also significantly impact communication outcomes.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
This document discusses using outcomes and logic models to evaluate programs. It defines key terms like outputs, outcomes, indicators, and impacts. It emphasizes measuring outcomes over just outputs. A logic model is presented as a visual way to connect a program's resources and activities to its intended outputs, outcomes, and impacts. The document provides examples and has interactive activities for participants to develop the components of a logic model for their own program.
South Florida HDI Event IT Industry Awards Celebration January 10, 2013Eddie Vidal
The Analyst of the Year and Desktop Support Technician of the Year awards are an amazing opportunity and honor for our chapter and for the eventual winner who will represent the South Florida HDI chapter. The winners will also compete at the HDI Southeast regional level.
This document summarizes an individual's experience in management, marketing, and operations. In management, the individual is recognized for building productive cross-functional teams through gaining loyalty and buy-in. In marketing, the individual's experience includes defining strategic visions and plans, managing products throughout their lifecycle, and implementing marketing communications. For operations, the individual is a recognized leader in project management, time management, and exceeding production objectives through managing product lifecycles and development teams.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
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2. Describe an example of an outstanding and
successful communication strategy
Why was it successful?
What indicators did you use to conclude
that?
2
3. How would your CEO have described success?
By what indicators?
3
4. You will learn and appreciate:
How to integrate practical measurement strategies
into your communication plan
How to design and implement your measurement
strategies
How you can apply measurement strategies to the
use of social media
What objectives do you have for today?
4
5. Section Content Time
Introductions 8:30 am
Module one The measurable communication plan 8:45 am
Break 9:30 am
Module two Measurement tools and tactics 9:45 am
Break 10:45 am
Module three What lies ahead? 11:00 am
Summary Trends and tips 11:50 am
Adjourn 12 noon
5
10. Credibility
Well
researched
strategy Respect
=
+
Well
Trust
documented
results
Power
10
11. Strategy
Management plan for completing objectives;
Procedures to be implemented to do
something.
Actions calculated to achieve an end
11
12.
13.
14. “Build a simple, reliable car, a car that average
American worker can afford”
“Obstacles are those frightful things you see
when you take your eyes off the goal
Henry Ford 1908
15. Google‟s mission
Organize the world‟s information and make it
universally accessible and useful
Southwest Airlines
Dedication to the highest quality of Customer
Service delivered with a sense of warmth,
friendliness, individual pride, and Company
Spirit
16. Kellogg‟s values
We act with integrity and show respect
We are all accountable
We are passionate about our business, our brands and our food
We have the humility and hunger to learn
We strive for simplicity
We love success
17.
18. Mandate for Communication
The organizational territory it occupies
What communication delivers
The contribution it makes to success
Example:
The Communication Division Mandate
Design and execute communication strategies
that:
Build supportive relationships with stakeholders
Support the successful achievement of organization
goals
18
19. Guiding principles for communication
What we stand for
The values we hold for communication
The values we share with the organization
The values others will see in our behavior
As the communication team, we believe…………
Example
The Communication Team believes in two-way
communication with stakeholders that:
Is passionate and innovative
Fosters integrity, trust and respect
Demonstrates compassion, best practices and efficiency
19
23. BCCA – the organization
Number of members 750,000
Mission: Provide members security and peace
of mind through:
Automobile support services
Travel agency
Insurance agency
Three year plan
Aggressive growth and increased sales
23
24. A survey of 550 Sales Division
employees revealed:
Chaotic, untimely communication of sales
information
Too much interdepartmental email;
Uncoordinated distribution from four
departments
Contradictory information
Long rambling messages; inadequate subject line
Confusion between fyi and action messaging
Messages not searchable or retrievable
24
25. The result:
Sales lost
Customers lost
Sales reps frustrated
Staff dissatisfied
25
26. The starting point of a measurement strategy
The communication
goal:
Maximize sales
26
27. The goal:
Maximize sales with better communication
If you were the CEO, what two indicators of
1.
success would you expect?
Create a measurable objective from each of
2.
these indicators
How would you measure success?
3.
27
30. Impacts – what the organization needs to achieve
More sales
Increased sales revenues
Increased operating profits
Outcomes– what the audience needs to achieve
Staff knowledge
Value to staff productivity
Outputs – what we need to create
Access
Readership
Readability
Accuracy
30
31. Increase the access, readership, timeliness
and readability of sales communication
Ensure sales staff can easily retrieve
information about sales opportunities, plans
and customer performance
Ensure all sales staff are knowledgeable
about and understand the information
customers look for or need to know
31
32. Publish one daily Sales Division e-newsletter
Publish at outset of each workday
News item summaries with links to the intranet
Single divisional editor; four dept. publishers
Each publisher posts items to intranet;
Summaries and links to forwarded to editor for posting
All items archived and searchable, on intranet
Common templates and subject line protocols
32
33. The outputs – we achieved
Increased access and readership – up 20%
Increased timeliness – 79% satisfied
Easy to read format – 78% satisfied
The outcomes – the audience achieved
Staff ratings
76% better informed
70% found the newsletter more useful
85% found the information more accurate
72% found retrieval and access easier and improved
The impact – the organization achieved
Sales revenues increase; more sales offices needed
BCAA celebrate best-ever operating profit
33
34. What did the CEO use as the
measure?
BCAA celebrated its best-ever operating
profit
Sales revenues increased
34
35. You deserve a 15 minute break
– enjoy the networking
35
37. Lets me know if I did a
good job
Provides evidence that I did
a good job for my boss
Informs my plans to make
my program/service more
effective
38. Keeps me connected to
others in my
organization
Enables others to
communicate what they
need
Facilitates organizational
dialogue
39. Impacts on the organization
Outcomes of the influence
Communication
„stuff‟ generated
42. Benefits sought
Purpose
In-depth discussions
Exploratory research
Participant interactions
focused on specific subject
Broad understanding of
matter staff needs
Staff ideas and suggestions
Scope
Use
In-depth examination of
Pre-cursor to questionnaire
issues and range of
development
opinions
Generate hypothesis to test
in quantitative research
Participants
Generate new
Representatives of specific ideas, concepts for testing
interests in the issue feasibility and desirability
The focus group
The focus group plan
outcomes
42
45. Your company‟s sales are down, the stocks
are down and there are to be cuts in staff and
services to customers
Your goal is to preserve:
The goodwill of your most profitable customers;
and
The loyalty of your most productive employees
45
46. Choose one of these two audiences
Action Customers Employees
•Identify one strategy that will
achieve the goal
•Name one indicator of success
for your audience
(your measurable objective)
•Identify the one key measure
1.
for: 1.
2.
2.
Outputs
3.
3.
Outcomes
Impacts
•Name the tools you will need for 1. 1.
2. 2.
each measure
3. 3.
46
47. The customer goal: The employee goal:
Preserve goodwill Preserve loyalty
Indicators Indicators
Objectives Objectives
Measures Measures
Tools Tools
47
49. People value the ability to
provide anonymous feedback.
Less enfranchised people need
communication opportunities.
People need to feel safe to
provide candid feedback.
50. High performing companies use employee
surveys
64% of high-performing companies report
using employee surveys on a regular basis
Best Practices LLC (2005)
74% percent of high-performing companies
use employee surveys at least once per year
Industry Week‟s Best Plants 2001-2004 (Gibbons, 2006).
51. Most companies believe in the value of surveys
95% of businesses believe that gaining feedback from
employee surveys and customer surveys will positively
impact their business.
18% of businesses conduct annual customer surveys or
employee surveys.
Why the gap?
Not enough time
Insufficient resources
Lack of in-house expertise
(Surveywerks.com 2008)
51
53. Create the strategic frame
The survey communicates what is important to an
organization.
What is asked and responded to creates a social contract.
The process tells people you care about their issues and that
you are willing to do something about these issues (Church
& Oliver, 2006).
The survey then sets the limits or boundaries for a
creative and innovative discussion around continual
improvement.
54. Publicly demonstrating the steps taken to
achieve the plan - will impact stakeholder‟s
perceptions of trust (Gibbons, 2006)
It is expected that: :
Stakeholders will be more satisfied
Management will have better information for
making decisions
The organization will have the means to check on
collective progress.
55. People feel they gained a voice in decision
making
The results of the survey can identify
current strengths and challenges
Each participant can focus and move
towards a shared vision.
56. When stakeholders don‟t think anything will
change
The questions are not relevant to their
immediate experience
Senior management receive and use the
results but the results do not impact the day-
to-day life of the participants
57. With raised expectations, the importance of
action exceeds that of the feedback itself
(Kraut, 2006).
58. The survey itself is a powerful
communication tool
See the process through the
eyes of the audience.
Take demonstrable actions
Communicate
Follow-up during implementation
Report progress after
implementation
Tie the communication back to
the survey process.
61. Increased opportunities for
collaboration, access, sharing
and integration
Consistent, strategic measurement
more complex
Growth of conversational
communication strategies
61
62. Social media connect people, share
information, build knowledge.
The outcome of use is collaborative.
The result is the wisdom of crowds.
62
65. Social media tools - a year ago
Half of IABC members were using them to share
information
40% said their organizations were ready to use them
20% had strategies that used them
Less than half said they had plans to use them
40% had no budget to use them
IABC social media study 2008
65
66. Excellence in communication is achieved through
relationships
(Reference: IABC Foundation Excellence Study, 1991)
Depends upon:
Difficult using traditional media
sharing and collaboration
face-to-face and interpersonal conversations
Social media enables relationship building through:
virtual conversations,
sharing and collaboration
66
67. Boomers are sticking with email
Xers use everything
Millennials have adopted social media
Millennial influence is increasing
Facemailing?
67
68. Facebook: Usage Statistics
Sources: Google Insights & Google
Adplanner
http://www.ignitesocialmedia.com/
2008-social-network-analysis-
report/
•More than 120 million active users
•Facebook is the 4th most-
trafficked website in the world
69. Tracking Social Media Usage
http://server-uk.imrworldwide.com/pdcimages/Global_Faces_and_Networked_Places-
A_Nielsen_Report_on_Social_Networkings_New_Global_Footprint.pdf
77. Two questions to consider as you plan
your measures:
Did I design my social networking
programs to accomplish specific
conversational objectives?
Did I deliver on those conversational
objectives?
77
78. Engagement
Contribution
Behaviours
Advocacy
Feelings
The results of using
social media
Financials Source: Measurementcamp
http://measurementcamp.wikidot.com/what-are-
we-trying-to-measure
78
79. Behaviours To be measured Outputs Outcomes Impacts
Engaging Friends
Conversions
Involvement
Visits/reading
Downloads
Contributing Content creation
Voting
Reviews
Tagging
Participation
Volume of inputs
Variety of topics
79
80. Behaviours To be measured Outputs Outcomes Impacts
Advocacy Brand loyalty
Recommendations
Virality
(potential for web sharing)
Feelings To be measured Outputs Outcomes Impacts
Conversations
Sentiment
Positivity
Word of mouth unit
Promotion score
Authority
80
81. Financials To be measured Outputs Outcomes Impacts
Revenues
Profit
ROI
Sales by source
Leads/enquiries
Bottom line impacts
Raw numbers
81
82. Breakout group assignment 3
15 minutes
CEO‟s daily interactive blog
Topics - Current business issues
Strategy – establish conversations with customers
Support with video clips and PowerPoint
Share the messages on your company‟s three
social networks
82
83. Create your measurement strategy around
one output, one outcome and one impact
Name:
your indicators
your objectives
how you would measure each
83
87. Seven trends in internal communication
Democratization of information
1.
Strategy shift – information to influence
2.
Tactical shift – distribution to conversations
3.
Focus on engagement and loyalty
4.
Focus on ROI
5.
Simplicity
6.
Personalization
7.
87
88. Five trends in marketing
Customer empowerment
1.
Atomization of media
2.
Fixation on ROI
3.
Integration of marketing communication
4.
Conversational marketing
5.
Quest for the cult brand
6.
88
89. Top Tips for Measurement
Link to organizational strategy
1.
Measure strategically – measure what matters
2.
Always explain what and why you are measuring
3.
Focus process on the future
4.
Ask questions that matter and yield actionable data
5.
Act fast - the value of data decreases with time
6.
Involve decision makers in the research process
7.
Measure often to track change
8.
89
90. Peter Block
Charlene Li & Josh Bernoff Rick Levine, Christopher Locke et al
Don Tapscott
(2008) (2007)
90
91. “All
indicators are flawed whether
qualitative or quantitative…..
What matters is not finding the perfect
indicator but settling upon a
consistent and intelligent method of
assessing your results – and then
tracking with rigor”
Jim Collins
Good to Great and the Social Sector
91
92. Tudor Williams
Principal, TWI Surveys Inc.
Tudor@twisurveys.ca
@Twitter.com/tudorwilliams
Office:604 948 8888
Direct: 604 838 6000
92