1.
Unrestricted © Siemens AG 2014. All rights reserved
Steering an Enterprise Social Network:
do measures have the desired impact?
A case study of Siemens TechnoWeb
Siemens Corporate Technology | May 2014

2.
Page 2 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda

3.
Page 3 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The earlier we know the impact of an activity, the
more directed (efficient) we can manage the change
Resources
Challenge
• We cannot1) efficiently manage change without feedback about our progress
• Implementing metrics also costs resources
The challenge: Reach the desired situation with minimal resources in a limited time period
1) Exception: a sufficiently accurate model about the system is available. Per definition this is not possible for complex systems.
Change ManagementCurrent situation Desired Situation

4.
Page 4 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Large Enterprise Social Networks require metrics:
there is always something we did not know before
Feedback Channels
More than 3000 usersUp to 300 users
Source: Christian Pescher, LMU: Social Network Analysis of Urgent Requests within
Siemens TechnoWeb, data: 2/2014, colors represent the Siemens Sectors and CT
• Change management is possible without
formal metrics
• Our personal network :
• knowing the key players
• knowing the key activities
• open feedback culture within this network
• Metrics are required for an efficient change
management
• In addition to our personal network
• And formal feedback channels

5.
Page 5 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda

6.
Page 6 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
TechnoWeb: “Find People to get Answers”
Enterprise Social Network for Siemens experts
Personalized dashboard
(incl. activity stream of joined networks)
Network (Community) pages, with
member list, partner network list, activity stream
Public profile pages of
each user (incl. activity stream)
with news and RSS-feeds
Urgent request
(with target messaging)
+ advanced search and tagging
+ integration of
Sharepoints, wikis, blogs...
Open for all
Siemens employees

7.
Page 7 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
435 Networks with all Sectors
Examples:
 Computational Fluid Dynamics
(E, H, I, IC, CT)
 Siemens Production System (E, H, I, IC, CT)
 Nondestructive Evaluation (E, H, I, IC, CT)
 Technology Scouting (E, H, I, IC, CT)
Key Figures
 > 1400 technology networks
 > 38.000 users
Corporate Problem Solving: Urgent Request
 Ø 30 Mio.€/year accumulated business impact
 Ø 7 Replies / Urgent Request
(w/o Author’s comment)
 Median: 31 minutes for first response
TechnoWeb supports open cross-Sector collaboration
# of networks with at least one member of A and B
A B
Number of TechnoWeb network
with members from both sectors
435
• 749
I&C
Industry
CT
• 619Energy Health
Data: March 2014

8.
Page 8 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda

9.
Page 9 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The new TechnoWeb strategy is based on
Value Steering – RIP4ROI revisited
Conference1) Amsterdam 2010: RIP or ROI?
• TechnoWeb strategy of 2010
was presented via Balanced Score Card
• Focus on quantity
Today: 4 years later
RIP 4 ROIRest in Peace for Return on Invest
• TechnoWeb strategy of 2014 is presented
via Balanced Score Card today
What is new?
• Challenge 1:
Bridging the innovation chasm
from early adopters to mainstream
e.g. simplified user interface
• Challenge 2:
“Market share” due to the expansion of the
internal ecosystem
• Challenge 3:
New actionable metrics (instead of
“vanity metrics”) generated new insights
and need for action
e.g.: retention rate, persons without networks
Today: more focus on value
What changed since 2010?
1) See slides at http://de.slideshare.net/heisss/rip4-roi-siemens-heiss

10.
Page 10 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Strategy: value steering focuses on the value (RIP) –
the benefit (ROI) follows as a consequence
Driver Tree for the TechnoWeb Balanced Score Card 2014
GrowthActivity
Value (RIP) Benefit (ROI)
Attract New Users
# of new users per month,
total # of users
Foster Cross-Sector
Communication
Avg. # of sectors / network (quarterly)
Enrich Targeting Information
(Digital Trace)
Avg. level, histogram of tag assigned (quarterly)
Corporate Problem Solving Success
Urgent Request Success Rate (including monitoring1)
of Business Impact level of unanswered Urgent Requests),
median of first response time (moving window over 12 months)
Generate
Business Impact
Σ Business Impact in €
of Urgent Request with reply
(moving accumulation
over 12 months) 1)
Increase Retention
retention rate (%) of not new users
within 1 full month / 12 months 2)
Trigger Cross-Sector
Collaboration
Avg. # of sectors / Urgent Request
Provide
Targeted Audience for
Written Content (Write)
write rate (%) of not new users
within 1 full month / 12 months 2)
Increase Recommendations
# of invite activities / month
Increase
Moderated Content
Total # of Technology Portals
Provide Simple
Interactions (Activity)
activity rate (%) of not new users
within 1 full month / 12 months2)
Encourage Users to
Join Networks
# of users with network memberships
1) Details in monthly analysis 2) Details per cohort monthly and annually An improvement of A leads to an improvement of B (thick lines: strong dependency)BA

11.
Page 11 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures (selected examples)
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda

12.
Page 12 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Strategy: value steering focuses on the value (RIP) –
the benefit (ROI) follows as a consequence
Driver Tree for the TechnoWeb Balanced Score Card 2014 (symbolic3))
GrowthActivity
Value (RIP) Benefit (ROI)
Attract New Users
# of new users per month,
total # of users
Foster
Cross-Sector
Communication
Avg. # of sectors / network
(quarterly)
Enrich Targeting Information
(Digital Trace)
Avg. level, histogram of tag assigned (quarterly)
Corporate Problem Solving Success
Urgent Request Success Rate (including monitoring1)
of Business Impact level of unanswered Urgent Requests),
median of first response time (moving window over 12 months)
Generate
Business Impact
Σ Business Impact in €
of Urgent Request with reply
(moving accumulation
over 12 months) 1)
Increase Retention
(Read)
retention rate (%) of not new users
within 1 full month / 12 months 2)
Trigger
Cross-Sector
Collaboration
Avg. # of sectors / Urgent Request
Provide
Targeted Audience
for Written Content
(Write)
write rate (%) of not new users
within 1 full month / 12 months 2)
Increase
Recommendations
# of invite activities / month
Increase
Moderated Content
Total # of Technology Portals
A1
A2
A3 A4
A5
A6







Encourage Users to
Join Networks
# of users
with network membership
Provide
Simple Interactions
(Activity)
activity rate (%) of not new users
within 1 full month / 12 months2)

1) Details in monthly analysis 2) Details per cohort monthly and annually 3) For reasons of confidentiality the traffic lights do not show real values A1-A6: planned activities (see next slide)
An improvement of A leads to an improvement of B (thick lines: strong dependency)BA




13.
Page 13 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Most of the planned activities are stimulating
early drivers of the Balanced Score Card
Examples of Activities A1-A6
• Inform users about the
impact of tagging and
motivate them to improve
their digital trace
• Enable mobile access (App)
for key functions of
TechnoWeb
• Award those moderators
who have the most new
members in their network in
a defined period
(e.g. 3 month)
Technology Portals Welcome Wizard
Moderator’s Competition Newsletter EditorialMobile Access
• Helps new users to identify
interesting networks
• Goal: every TechnoWeb
user should be a member of
at least one network
• New network type
Technology Portal supports
better moderated content
• Acquisition of new
Technology Portals
• Flexible in adding new
functionality for Technology
A1 A2 A3
A4 A5 A6
 done
 done
 10/2014
 2014  done

14.
Page 14 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
1
10
100
1000
10000
100000
Strong tag relationship (personally assigned
tags, e.g. follow tag)
Weak tag relationship (indirect tag assignment,
e.g. by joining a network)
Need for actions ( + + ): Many users have very
good Digital Trace, but some have no Digital Trace
Enrich Targeting Information (Digital Trace)
Avg. level, histogram of tag assigned (April 2014)
37584 – 19397 = 18187
Metric:
Average Digital Trace Level
(weighted arithmetic
average, weak tag levels
are weighted with 0.5):
1.35
A6A3A2
A2: Welcome Wizard A3: (sorry, confidential) A6: Newsletter Editorial

15.
Page 15 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Very good Cross-Sector participation within
TechnoWeb networks
Foster Cross-Sector Communication
Histogram: number of networks with x number of Sectors (April 2014)
Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
79
196
293
365
511
0
100
200
300
400
500
600
1 2 3 4 5
Numberofnetworks
Number of sectors
Avg. # of sectors per network:
3.7
0 1 2 3 54

16.
Page 16 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
In most cases, Urgent Request responses
also come from other Sectors
Trigger Cross-Sector Collaboration
Number of Urgent Requests with X Number of Sectors
Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
Sectors of users who have been deleted from the database (per April 17, 2014) are assigned to ‘CT + Others’
263
424
390
252
142
0
50
100
150
200
250
300
350
400
450
1 2 3 4 5
NumberofUrgentRequest
Number of Sectors
Avg. # of Sectors
per Urgent Request:
2.7
0 1 2 3 54

17.
Page 17 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Aug-10
Sep-10
Oct-10
Nov-10
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Jan-11
Feb-11
Mar-11
Apr-11
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May-13
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Sep-13
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Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
Apr-14
Avg.NumberofSectors
Month
More and more Urgent Request responses come
from other sectors
Trigger Cross-Sector Collaboration
Average Number of Sectors per Urgent Request (moving window over 365 days)
Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others

18.
Page 18 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Message targeting algorithm preserved the
Urgent Requests high success rates
Corporate Problem Solving Success1)
Urgent Request success rate (10/2011-04/2014)
82%
95%
91%
89%
100%
93%93%
98%100%
89%
94%94%
82%
91%
80%
93%
81%
89%
96%
92%
94%
93%93%
80%
93%
89%
77%
91%
94%
97%
88%
94%93%93%93%
90%
85%
87%
100%
93%93%93%
92%
50%
60%
70%
80%
90%
100%
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
Apr-14
PercentageofUrgentRequestsAnswered
Broadcast Target Messaging
1) Note that Target Messaging reduced the number of email notifications by an order of magnitude compared to broadcasting (notifying all users).
Therefore a significantly lower success rate was expected. Nevertheless, in the meantime the success rate is again at the same level.

19.
Page 19 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The higher the Business Impact level, the higher the
probability that it is answered
Corporate Problem Solving Success
Monitoring of Business Impact Level (BI) of unanswered Urgent Requests
0
1
2
3
4
5
6
7
8
9
10
BI € 1000 BI € 10 000 BI € 50 000 BI € 250 000 BI € 1 000 000
1)
1) Unanswered Urgent Request was too specific

20.
Page 20 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Most Urgent Requests receive a response within the
first 30 minutes
Corporate Problem Solving Success
Median for first response time (moving window over 365 days)
Mandatory reason from
Business Impact > €1 Miliion Ecosystem Expansion
0
10
20
30
40
50
60
MedianUrgentRequestFirstResponseTime(minutes)
Month

21.
Page 21 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda

22.
Page 22 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The Balanced Score Card helped to master
the key challenges
Conclusion
Ecosystem
 Within the ecosystem, TechnoWeb has a clear position in
technology related topics
 Changes in the ecosystem had no impact to the success of
TechnoWeb’s Urgent Request
Actionable
Metrics
 The design of actionable metrics opened our eyes as we
discovered the missing digital trace for a class of users
 measures have been derived and are currently implemented
Innovation
Chasm
 Significant effort spent to reduce complexity of GUI and offering
the Technology Portal functionality
 First positive impact due to migration of another channel
to TechnoWeb (main impact will follow next year)
Challenge 2
Challenge 1
Challenge 3

23.
Page 23 May 2014 Corporate Technology
Ilka Karina Djajakusuma
Master Student at TU Vienna
Dr. Michael Heiss
Principal Open Innovation and Scouting
Siemens AG Österreich (Austria)
Dr. Manfred Langen
Principal Key Expert Social Media
Siemens AG
Siemens AG
Corporate Technology
Open Innovation and Scouting
Email: michael.heiss@siemens.com
Phone: +43-664-88 55 15 26
siemens.com/answers
Contact