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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

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

  • 1. How do you measure that? #e2conf Rawn Shah, rawn@us.ibm.com, @rawn Hardik Dave, Hardik.Dave@us.ibm.com © 2011 IBM Corporation
  • 2. 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
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. http://www.flickr.com/photos/sethw/49218482/ This is starting to look more like a trip to the dentist's © 2011 IBM Corporation
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. http://www.flickr.com/photos/lancashirecc/5505430299/ 2. Who will need it? © 2011 IBM Corporation
  • 12. 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
  • 13. 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
  • 14. We've linked #1 Why to #2 Who 1. Why do you need it? 2. Who will need it? © 2011 IBM Corporation
  • 15. 3. What types of social metrics do you need? Image source: Rawn Shah, www.wordle.net © 2011 IBM Corporation
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. We linked Who to What 1. Why do you need it? 2. Who will need it? 3. What do they need? © 2011 IBM Corporation
  • 23. Image source: http://www.flickr.com/photos/copleys/3623210642/ 4. How do you collect it? © 2011 IBM Corporation
  • 24. 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
  • 25. = 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
  • 26. 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
  • 27. 5. When will you need it? © 2011 IBM Corporation Image source: http://www.flickr.com/photos/sidm/4813041825
  • 28. “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
  • 29. 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
  • 30. 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
  • 31. 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
  • 32. 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
  • 33. 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
  • 34. 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
  • 35. 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
  • 36. Method: Activity logging IBM Reporting Tool for Connections © 2011 IBM Corporation
  • 37. 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
  • 38. Method: Content & Sentiment Analysis IBM Cognos Consumer Insight © 2011 IBM Corporation
  • 39. 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
  • 40. Method: Social Network Analysis IBM SaND Visualization © 2011 IBM Corporation
  • 41. 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
  • 42. Making a Social analytics strategy map Basic Intermediate Advanced Social Interactivity © 2011 IBM Corporation
  • 43. Making a Social analytics strategy map Basic Intermediate Advanced Group Vitality Social Interactivity Content Interactivity Satisfaction & Importance © 2011 IBM Corporation
  • 44. 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
  • 45. 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
  • 46. 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
  • 47. 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
  • 48. 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
  • 49. 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