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Evaluating the Success of
an IBM Collaboration and
Social Networking project




                Chris Sparshott 25/9/08
What is the business value of
collaboration and social networking?
That is a difficult question.
…or is it?
Before Production
What is the business value of a
telephone?


Should we                         How does the
monitor the                       telephone help
number of                         the process that
calls?                            the employee is
                                  executing?

Reduction in
other media
forms e.g. less
physical mail
Business process approach I

Go back to workshop attendees with a      Identify critical business processes
survey that asks them to make             that impact SLA’s and target the teams
estimates about the critical tasks they   which support those processes.
perform. (Base line)                      (heavy knowledge workers are best)


Implement Collaboration and Social        Use surveying and analysis to design
Networking Tools                          new work practise for those teams /
                                          individuals. (Knowledge Management)

Go back to workshop attendees in 6
month intervals with a survey that asks   Monitor and report results monthly
them to make estimates about the
critical tasks they perform and see how
the results compare                       May need additional reporting tools /
                                          facilities
Business process approach II


          Can not assume viral growth will occur
          from the outset.


          Usage may stabilise amongst early
          adopters and those desperate for
          change (Gen Y).


          Universal adoption may need a “push”
          reference BlueIQ.


          May need to prescribe some
          behaviours to ensure uptake and
          benefit to the business
After Production
Did the project succeed over time?
Introducing Return On Contribution
Return On Contribution is a ratio of
benefit divided by cost
                                      Benefit
    Return on Contribution (ROC) =
                                       Cost

   *No direct monetary costs the metric is therefore based on people
   *Assume employees make appropriate and strategic use of available
   collaborative resources


                                          Number of people who
                                          benefit from a resource

     Return on Contribution (ROC) =
                                       Number of people who create
                                       or contribute to that resource
An example: Dogear
(Social Bookmarking within Lotus Connections)


 Measure                         Social-Bookmarking
 Consumers              10896
 Bookmark -Originators 4213
 Return on Contribution 2.59
 (Consumers)

                                     Consumers         10896
    Return on Contribution (ROC) =                 =           = 2.59
                                     Originators       4213

    * Some consumers may also be originators
What does the number 2.59 mean?




  Bookmark-        2.59 consumers benefit
  originator       from the work of each
  bookmarks a      bookmark-originator
  resource
ROC can help us understand the impact of
these tools on employee participation and the
organisations culture change
Metrics can support the success of the tools
within the business.
Next?
Can I help?


Chris Sparshott
(Sparkbouy)
chris@chrissparshott.com

Portfolio
http://www.slideshare.net/sparkbouy/slideshows

Blog
http://chrissparshott.com

IBM
chris_sparshott@nz.ibm.com

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Measuring Social Software

  • 1. Evaluating the Success of an IBM Collaboration and Social Networking project Chris Sparshott 25/9/08
  • 2. What is the business value of collaboration and social networking?
  • 3. That is a difficult question.
  • 6. What is the business value of a telephone? Should we How does the monitor the telephone help number of the process that calls? the employee is executing? Reduction in other media forms e.g. less physical mail
  • 7. Business process approach I Go back to workshop attendees with a Identify critical business processes survey that asks them to make that impact SLA’s and target the teams estimates about the critical tasks they which support those processes. perform. (Base line) (heavy knowledge workers are best) Implement Collaboration and Social Use surveying and analysis to design Networking Tools new work practise for those teams / individuals. (Knowledge Management) Go back to workshop attendees in 6 month intervals with a survey that asks Monitor and report results monthly them to make estimates about the critical tasks they perform and see how the results compare May need additional reporting tools / facilities
  • 8. Business process approach II Can not assume viral growth will occur from the outset. Usage may stabilise amongst early adopters and those desperate for change (Gen Y). Universal adoption may need a “push” reference BlueIQ. May need to prescribe some behaviours to ensure uptake and benefit to the business
  • 10. Did the project succeed over time?
  • 11. Introducing Return On Contribution
  • 12. Return On Contribution is a ratio of benefit divided by cost Benefit Return on Contribution (ROC) = Cost *No direct monetary costs the metric is therefore based on people *Assume employees make appropriate and strategic use of available collaborative resources Number of people who benefit from a resource Return on Contribution (ROC) = Number of people who create or contribute to that resource
  • 13. An example: Dogear (Social Bookmarking within Lotus Connections) Measure Social-Bookmarking Consumers 10896 Bookmark -Originators 4213 Return on Contribution 2.59 (Consumers) Consumers 10896 Return on Contribution (ROC) = = = 2.59 Originators 4213 * Some consumers may also be originators
  • 14. What does the number 2.59 mean? Bookmark- 2.59 consumers benefit originator from the work of each bookmarks a bookmark-originator resource
  • 15. ROC can help us understand the impact of these tools on employee participation and the organisations culture change
  • 16. Metrics can support the success of the tools within the business.
  • 17. Next?
  • 18. Can I help? Chris Sparshott (Sparkbouy) chris@chrissparshott.com Portfolio http://www.slideshare.net/sparkbouy/slideshows Blog http://chrissparshott.com IBM chris_sparshott@nz.ibm.com