Measuring the value of enterprise social networking shared
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Gordon Vala-Webb presented on measuring the impact of enterprise social networking. He discussed defining the expected business value, designing tools to deliver that value while enabling measurement, measuring through surveys, interviews and analytics, and reporting findings. Key challenges included defining hard-to-measure value, linking value to design, and balancing measurement accuracy with costs. The presentation provided lessons on measuring enterprise social networking to understand impact and guide improvements.
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Measuring the value of enterprise social networking shared
- 1. Chasing the will-o'-the-wisp Gordon Vala-Webb #smartorg @dynamicadaptatn Gordon@dynamicadaptation.com Measuring enterprise social networking
- 3. www.DynamicAdaptation.com Agenda 1. Introductions –me, PwC, and “Spark” 2. Why measure? 3. Elements and sequence 4. Issues and lessons learned Slide 3
- 5. www.DynamicAdaptation.com Introduction: Gordon Vala-Webb Slide 5 I help leaders improve their business results by transforming how their people collaborate, innovate and share www.DynamicAdaptation.com Previously KM Director: • PwC Canada • Gov’t agency Global lead (design / value) PwC social network Public, non-profit, no-profit
- 6. www.DynamicAdaptation.com What is PwC? Size • PwC is a network of member firms in 158 countries with close to 169,000 people What we do • Leading professional services firm - Audit and assurance - Consulting - Deals - Tax Complexity • See above Slide 6
- 7. www.DynamicAdaptation.com PwC’s “Spark” – global roll-out • 2010-2011 - Various experiments • March 2011 – start project • December 2011 – sign with Jive • April 2012 - global deployment • 1st six months - 90,000 PwCers went in • November 2012 – “Overall Best in Show” at JiveWorld” Slide 7
- 10. www.DynamicAdaptation.com Why measure? • Make our leaders happy (a.k.a. justifying our existence) • Learn what works (and doesn’t) (Don’t forget to make choices) • Measure the contribution (Remember to net out costs) Slide 10
- 11. www.DynamicAdaptation.com Making leaders happy . . . Slide 11 0 1 2 3 4 5 6 7 Montreal Toronto Calgary ”I wasn’t expecting much but it is a stunning achievement of mammoth proportions” Actual Person, Key Role Upward sloping graphs Quotes from frontline Pictures and stories
- 12. www.DynamicAdaptation.com Learn what works . . . KM World October 2012KM strategy in a box Slide 12 Tactics Strategy Design / Build Measure Assess
- 13. www.DynamicAdaptation.com Measure the contribution . . . “+” Actual $ made Actual $ saved Future $ made / saved Time saved Improved customer satisfaction Accelerated innovation Improve staff engagement Better alignment to strategy “-”Actual $ spent Actual time spent Political capital expended Opportunity cost Reduced customer satisfaction Reduced staff satisfaction KM World October 2012KM strategy in a box Slide 13
- 15. www.DynamicAdaptation.com Elements and sequence Slide 15 Design / Build 3. Measure Assess 1. Define value 2. Design / build to deliver value and build measurement in 4. Report / communicate
- 16. www.DynamicAdaptation.com 1. Define value Slide 16 Source: http://www.slideshare.net/dhinchcliffe/enterprise-20-summit-2012-closing-keynote
- 17. www.DynamicAdaptation.com 1. Define value - an example Giam Swiegers Chief Executive Officer of Deloitte Australia Use of Yammer and “leading the organisation through growth and cultural change” Video: http://youtu.be/Vn4Bz8Bm4Fw?t=1m Slide 17
- 18. www.DynamicAdaptation.com 1. Define value – map to platform / tools Slide 18
- 19. www.DynamicAdaptation.com Build / design your social platform to maximize the delivered business value; in particular pay attention to: • User interface • E.g. Surface functionality that is key • Information architecture • E.g. think through group naming conventions • Metadata • E.g. pre-populate tags with key terms and acronyms (particularly those that can be easily mispelled) • Integration points (how many, where, how far) • E.g. Single people profile 2. Design your social platform to deliver value . . . Slide 19 All activity
- 20. www.DynamicAdaptation.com 2. Plus build measurement in . . . Slide 20 • Tool / suite configuration • Project plan • Communications • Training • Operationalization
- 21. www.DynamicAdaptation.com 3. Measure – key components (business value) Slide 21 • Pre- and post-launch business-leader interviews Why? Identify expected / delivered / unexpected business value (plus engagement) • Pre- and post-launch surveys (5 minutes) of participants Why? Measure people’s experience with value-related behaviours • Collect anecdotes • Why? Provide richer understanding – and powerful stories - of how the platform generates business value • Monitoring people’s activity in the tool Why? Understanding who is coming and what are they doing
- 23. www.DynamicAdaptation.com 4. Report and communicate • Know you audience (and their purpose) o Leaders – enterprise / units o Group facilitators / activists o Core platform team • Have your content • Beyond content o Format / Style o Timing o Communicator o Training Slide 23
- 24. www.DynamicAdaptation.com Issues and lessons learned Slide 24
- 25. www.DynamicAdaptation.com Issues and lessons • Defining the value is hard (but invaluable) • Linking the value to the design / build is hard • It’s a balancing act • Good enough is good enough • Surveys are harder than you think Slide 25 Accuracy RichnessCost
- 26. Thank you . . . Slide 26 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic Adaptation does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2013 Gordon Vala-Webb. All rights reserved. Gordon (at) DynamicAdaptation.com www.DynamicAdaptation.com Twitter: @dynamicadaptatn #smartorg
Hinweis der Redaktion
- “By fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers . . by 20 to 25 percent.” McKinsey Global Institute, July 2012“companies who outperform their peers are 30% more likely to identify openness – often characterized by the greater use of social tools – as a key influence on their organization.”IBM study of 1,700 worldwide CEOs found