measurement

Apr

20

2012

Social Enterprise ROI: Measuring the immeasurable

"The world has been chapping our collective hides about metrics for social business. Customers want them, and not without reason. Our typical answers (ROI is irrelevant, What’s the ROI of your mother, it depends on the business problem) have some merit, but in the end, we still need to demonstrate the efficacy of social approaches to business challenges. Probably.

In reality we have very little to prove the worth of the Social Enterprise. We have some academic studies, we have some anecdotal evidence a few (very few) published use cases where metrics are involved, and we have a whole lot of “it makes sense, we feel it working”. The reason adoption has gone as far as fast as it has, is not about ROI. Rather, its because of a) the extent to which the old models are failing and b) the extent to which many people deeply resonate with the new models."

productfour.wordpress.com/...roi-measuring-the-immeasurable

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socialbusiness enterprise2.0 metrics roi measurement

Predicting the ROI of any enterprise investment can be tricky. At my company, we have a whole team of people, called “Value Engineering” that dedicate their time to calculating these things. But when the topic is social business or enterprise 2.0, the challenge is much, much bigger. The reason is that the objective is to qualitatively change how work is done – how we view challenges and how we make progress.
Since these concepts have only been adopted slowly, and over only the last 3 to 5 years, we lack experience in understanding what these emergent outcomes should be (though we have plenty of theories about it), how to detect these outcomes, what is required to achieve them (though again, lots of theory), and, most importantly, in what time frames we should expect to see these outcomes
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- And still most businesses still look at “followers” and “likes” and similar metrics. Why? First and foremost, because they can. Second, of course, is because even the unsophisticated understand what those metrics mean. They may not be good judges of their importance, but people “get” them.
- Metrics themselves aren’t evil – metrics abuse is. Metrics abuse is responsible for countless bad decisions and negative, unintended consequences. Metrics abuse is what happens when people replace thoughtful, meaningful goals and insights with measurable metrics. People do this because thoughtful, meaningful analysis is very hard, poorly understood, and rarely done. Metrics then amount to the drunk looking under the lamppost for the keys he dropped over yonder because there’s no light over there.
- “The first step is to measure whatever can be easily measured. This is OK as far as it goes. The second step is to disregard that which can’t be easily measured or to give it an arbitrary quantitative value. This is artificial and misleading. The third step is to presume that what can’t be measured easily really isn’t important. This is blindness. The fourth step is to say that what can’t be easily measured really doesn’t exist. This is suicide.”
- Metrics represent an hypothesis – one that can be right or wrong – giving us the chance to prove it one way or another. Metrics are guideposts – your weight can be an indicator of health, but it is not in and of itself, health. In fact, cancer patients are known to be quite thin. Goldman Sachs, Enron or BP – all were doing well by many measures of corporate performance and each met with disaster that “no one” predicted.
- ROI helps to standardize the comparison factors for people who have to make hard decisions. The person that says “if you invest x dollars you will realize y increase in revenue” has a business case that is hard to beat, except by others who will do the same. We counter this with narrative, and vision and storytelling. And in the end these techniques may prevail. And there’s some merit to arguments that stories (which present a more multifaceted picture) make better arguments than data. But when the decisions are hard, then cold hard data comes into play, and we just don’t have it hanging around yet.
- But alas, we simply do not have the data yet. We are living in fast-paced times with three hard challenges between us and meaningful ROI analysis for social business.
  
  1. We do not know what to measure.
  2. We do not know how to measure it
  3. We do not know when to measure it.

Mar

24

2012

Social ROI and Social Value models

"Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.

The keynote focused on two topics:

1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.

2. How to build a Social Value system - by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question "What's in it for me" (WIIFM)."

blogs.oracle.com/...social_roi_and_socal_value

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roi socialbusiness enterprise2.0 value socialvalue equity communities measurement

Feb

29

2012

Social Business Facts and Fiction.

"In the context of internal collaboration specifically, this report from Charlene Li at The Altimeter Group illustrates just how insufficient the progress has been for general purpose social business in the enterprise. And when you benchmark the technology category of social business software (that includes employee, customer and partner engagement) against say CRM, or BI or ERP, its even more striking how nascent the sector is compared to its predecessors. "

www.pretzellogic.org/...ial-business-facts-and-fiction

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socialbusiness enterprise2.0 context collaboration survey report business measurement

To be fair, there is realized benefit but given all the options in Fig 5, you would expect to see at least some categories get a “significant impact” rating, six years after Professor Andrew McAfee coined the term Enterprise 2.0 which laid the groundwork for new approaches to connect enterprises.
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- The report does a good job of highlighting what the typical organization considers to be value drivers of “social business” but I think thats exactly the issue here. If practitioners can’t draw connectors between strategic and tactical objectives and how social networks facilitate execution, end users and executives won’t get experience the needed aha moment.
- . No Context? No Collaboration: The thing that nags me the most about this is that we have an incomplete skill set involved in defining, evangelizing and executing what “social business” (or what ever term you use),
- “More and faster collaboration across the company, frequency of use, lowering reliance on email” are hardly things you’re going to hear at your annual shareholders meeting.
- But there’s massive untapped opportunity out there to revise the value proposition for those numbers-driven businesses who will want to understand how all of this enhances what they’ve invested in for the last decade. Until then, this massive bucket of executives will treat “social business” as another Mickey Mouse program until they see how it matters to revenue increase, cost reduction and risk mitigation.

Feb

20

2012

Edge Perspectives with John Hagel: Pull Platforms for Performance

"We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. "

edgeperspectives.typepad.com/...platforms-for-performance.html

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performance measurement metrics crm socialcrm profit pull KPIs innovation loyalty customerloyalty pareto costs costcutting

Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. These three operating processes are: customer relationship management, product innovation and commercialization and infrastructure operation
In most industries, customer loyalty is eroding, leading to a significant reduction of the average life of a customer. To make matters worse, margins are eroding as well, diminishing the profit generated per year of a customer relationship. In many industries, the cost of customer acquisition is also rising
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- Brand used to help a lot in charging a price premium, but the brand premiums are rapidly eroding in most industries. As if that is not bad enough, the cost of developing new products and services is also increasing in many industries.
- Margin pressure reduces profit generated per year, accelerating technology and consumer preference changes diminish the average years of asset viability and cost of building/acquiring assets tends to increase.
- it's hard to manage these levers, if they are not even measured. I continue to be amazed at the number of companies that have yet to even systematically measure and monitor these levers
- In fact, the Pareto principle is often missed by companies – 20% of the customers, products and facilities usually generate 80% of the profits. But which 20%? Few companies can answer this with any assurance or precision.
- One way to start improving performance dramatically is to ask two questions. First, what are the characteristics of the 20% that generate the 80% of the profitability and is there anything that can be done to increase the share of these highly profitable parts of the business? Second, is there a compelling reason to retain the other 80% of customers, products and facilities given their low contribution to profitability and, if so, what can be done to increase their profit contribution?
- Measurement is just the beginning. The key is: what actions can managers take to improve the overall performance of these operating levers? Unfortunately, the prevalent instinct of executives as they focus on these operating levers is to cut costs.
- cutting costs is a diminishing returns proposition. The more costs are cut, the harder and harder it will be to achieve the next increment of cost reduction.
- What if we viewed the ideal customer relationship as one where I, the vendor, seek to build an expanding platform to help customers connect more effectively with the resources that are most valuable to them individually?
- What if we began to re-conceive products and services as platforms that would invite and support third parties to add customized modules and extensions to the functionality available in the core platform?
- we might explore ways to make it available to third parties so that we can increase utilization of the resource and generate more profitability from our investment.
- I explored this option in a Harvard Business Review article – Unbundling the Corporation – which has gotten a lot of attention from executives around the world. The article had a provocative proposition – companies will ultimately have to choose one of three business types to focus on and shed the other two.

Feb

13

2012

2012 E20 Summit Metrics

www.scribd.com/...2012-E20-Summit-Metrics

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enterprise2.0 socialbusiness metrics measurement ROI KPIs activities capability businessprocess

Don’t change the process, change the execution

"“Can business processes and social media co-exist?” – This was one of the first big questions on day 2 of the Enterprise 2.0 Summit asked by Bertrand Duperrin from Nextmodernity and that question lead to a very interesting discussion of the role of social tools in the world of Business Process Management (BPM) – something that links nicely back to the theme from day 1 of harnessing the conversations taking place in the organization. Traditional BPM lack a proper feedback loop to ensure proper organizational learning, but if you intelligently integrate social tools, this gap may be filled."

connaxions.wordpress.com/...e-process-change-the-execution

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socialbusiness enterprise2.0 BPM process ROI outcomes measurement kpi

If you just add a social layer inside the processes, you may find yourself creating ‘social silos’ effectively working against the purpose you are trying to accomplish
If we are to succeed with more ‘social’ business processes, we simply MUST get out there and involve people – all people.
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- Alexander Richter from CSCM presented some very interesting thoughts on this topic arguing that we obviously need to measure the outcomes of social business initiatives, but you have to take many things, eg. organizational maturity, into consideration when setting your success criteria
- but if we the starting point is that every company is unique, why would you want to benchmark based on fixed KPIs? Surely it would result in nothing more than discussions on why ‘we’ are different from all the others….!
- The organisation of the 21st century will be about radical change, social engagement, ecosystems, and knowledge flows
- I see two ‘forces’ working in opposite directions: We stick to the arguments about how the value of social is very hard to measure, but at the same time we are reluctant to make decisions due to the lack of objective data. The bigdata trend will help here, but the above ‘conflict’ must be reconciled to get things moving. Right now we are in a position where we know that something needs to be done, but not quite how…

Jan

26

2012

IBM : ce que @DelphineRB laisse en héritage

"
« La philosophie d’IBM, c’est que les 460 000 IBMers dans le monde représentent l’entreprise et la marque. L’ecosystème a changé, le brand appartient aux clients et aux employés et on accepte de perdre le contrôle » "

www.petitweb.fr/...-delphinerb-laisse-en-heritage

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casestudies IBM brand socialmedia guidelines communication measurement

Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
our canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
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- our canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
- Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
- Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions
- En interne, une suite de réseaux sociaux reprennent les principaux outils grand public. « Nous avons développé chez IBM un Twitterlike, un Facebooklike, des wikis… internes. Ces réseaux sociaux ont un rôle pédagogique et préparent à la prise de parole en externe. »
- Sur le Facebook interne, par exemple, le message du groupe est présenté au second plan, on met davantage en avant ce qui est produit par les employés ». 1200 ambassadeurs (les « Blue IQ ») sont chargés d’évangéliser en interne pour développer ces nouveaux usages.
- Sur le site corporate, la rubrique « Ask the experts » met en avant des IBMers locaux, avec leurs photos et les liens vers leurs profils Facebook, Linkedin, Twitter ou blogs, au choix. « Le message de la marque c’est ‘bienvenue dans notre salon, mais allez aussi dans la cuisine, la conversation n’est pas seulement chez nous, elle est partout »
- des téléopérateurs ont été formés aux réseaux sociaux. Au lieu de consacrer 8h au téléphone, ils en consacrent plus que 4h et passent le temps restant à intervenir sur les blogs, les forums ou Twitter
- ersonne ne veut networker avec une marque, c’est avec des gens que l’on communique. La marque ne raconte plus une histoire, mais fait en sorte que l’histoire soit racontée pour elle ».
- Toutes les conversations autour de la marque sont mesurées et évaluées, quantitativement et qualitativement par un « social media listening center » de 150 personnes en Inde.

Jan

2

2012

The Art and Science of Embracing Engagement for Bottom Line Results

"The term “engagement” has become increasingly popular among organizational professionals when talking about how to build better relationships with customers, channel partners, employees, volunteers, or even voters. More than half-a-dozen conferences on engagement were held last year in the U.S., and a growing number of companies, including industry leaders Astra Zeneca and Pepsico, have executives with the term “engagement” in their title.

Why the interest and why now? In the past, engagement was a “warm and fuzzy” term. It made sense that organizations did better when their communities were fully engaged, but, from an economic standpoint, it was difficult to measure. The rare organization whose CEO was committed to engagement generally did so as a matter of common sense or faith. "

www.amanet.org/...t-for-Bottom-Line-Results.aspx

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engagement management enterprisengagement leadership measurement

But the climate is changing. The advent of customer relationship management, the Internet, and social-networking have exposed the connections among customer loyalty, employee engagement, and financial results
Organizations are waking up to the fact that while they have an agency to handle their advertising, there’s no single resource inside or outside the organization to address engagement in a holistic way. Enter the field of Enterprise Engagement to fill the knowledge gap. It is a movement forged by a variety of executives in sales, marketing, and human resources working together to build a body of knowledge and best practices related to creating a culture of performance through engagement.
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- A study by global services provider Towers Watson found that high-engagement firms experienced an earnings-per-share (EPS) growth rate of 28%, compared with an 11.2% decline for low-engagement firms; and, according to a recent Gallup Management Journal survey, happy employees can better handle workplace relationships, stress and change. Moreoever, when respondents were asked how they would describe relationships with their coworkers, 86% of engaged employees said their interactions were always positive or mostly positive, vs. 72% of unengaged workers and just 45% of actively disengaged workers.
- found the following components critical to fostering a culture of performance:
  
  • Leadership with a clear vision of the mission
  • Clear communication of the mission and the critical success factors
  • The capability and the ability of people to do what is being asked of them
  • Buy-in—a belief that what is being asked is good for them
  • Support for company goals with the confidence that the organization truly cares
  • Emotion—a general sense of well-being and trust
  • Measurement and feedback through a regular flow of information that people can use to improve their performance.
- There are a number of serious obstacles, especially in larger organizations:
  
  • Research suggests that Enterprise Engagement only works over the long haul; it’s of little use to executives seeking a short-term result.
  • Today’s organizational structures are based on silos that obstruct Enterprise Engagement. It takes a CEO committed to this business approach, with a personal commitment and board seeking a long-term stay.
  • Enterprise Engagement requires a level of leadership throughout the organization difficult to achieve in any size company.
  • Enterprise Engagement is overlooked in business schools and the business media, so executives get little exposure to it.
  • Enterprise Engagement does not make a company immune to economics or poor financial management.
  • Many organizations have decades of labor distrust that sour the climate for engagement.
  • Companies lack the research and documentation as to the merits of various types of engagement tactics, or the best ways to deploy them.

Oct

12

2011

The Five Key Trends of Enterprise 2.0 (Emergent Collaboration)

Chess Media Group recently released “The State of Enterprise 2.0 Collaboration” report which collected survey responses from 234 executives and decision makers implementing these collaborative solutions in their workplace. The report covers things such as business drivers, ROI, types of tools that are being used, how budgets are being allocated, and how strategies are being developed. The report is completely free to download"

www.cloudave.com/...ise-2-0-emergent-collaboration

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enterprise2.0 socialbusiness collaboration survey report strategy IT ROI value problemsolving measurement

Business managers and IT managers are beginning to work more closely together to co-own and co-sponsor emergent collaboration initiatives.
There is not a strong enough focus on developing an enterprise strategy before deploying a technology platform.
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- However, most companies are not defining performance indicators to measure any type of success or progress. Those that are defining them do not actually have a tracking or measurement system in place. Without having a process evaluate results, it is impossible to see any type of tangible or intangible value or business benefit.
- Solving a business problem or achieving an objective is just as good as being able to show a financial ROI.
- A combination of both a structured and unstructured approach is the most successful and commonly used approach by organizations.

Sep

30

2011

The Time for Social Improvisation Is Over

"An important theme in the articles and blogs I've been reading recently is that it's time for social to grow up and leave childish things behind. Childish things like individual departments within an enterprise improvising ideas for social in an uncoordinated, decentralized fashion, with the nominal center for social (Customer or Public Relations) carrying the can when it all goes wrong."

www.internetevolution.com/author.asp

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socialbusiness enterprise2.0 strategy silos ROI measurement socialanalytics influence

The development of social analytics may not yet be mature, but it's advanced enough that there's a new buzzword for it: "socialytics." The motivating theme across this emerging range of tools is that social should cease being based on intuition and guesswork. It's possible, instead, to identify vectors of social activity which produce reliable ROI.
This is where "socialytics" come in, of course. As a baseline, it's necessary to conceptualize success in social in more meaningful terms than merely reaching large numbers of customers and potential customers
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- In simple terms, the opinion-makers are the pundits whose voices are heard above the crowd and who have the ability to drive interest and -- hopefully -- sales. These individuals are desirable as brand advocates or merely as referrers -- people who post influential reviews.
- Many commercial social analytics platforms are now available. Good socialytics should be able to collect relevant data across the full range of social networks.

Aug

10

2011

What does an intranet strategy look like?

"Sometimes there are postings on intranet discussion forums where people say “I’ve been asked to write an intranet strategy and was hoping I could have a look at somebody else’s”.

To me that’s a little like saying “I’m planning to have a really enjoyable holiday and was hoping I could come on yours”. Although seeing what somebody else does can be useful to get ideas, it is unlikely to be a good fit to your particular requirements. "

my.intrateam.dk/7595

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intranet strategy vision foals measurement implementation

1. Vision or Purpose: What is the intranet for?

This innocuous-looking question can be hard to answer, but if you can get all your stakeholders to agree on this, then it stops an intranet programme being pulled in multiple directions.

Many strategies seem to state the blandly obvious, such as “To help Grotco communicate, collaborate and work more effectively”. The acid test is: given two otherwise equal options, does the vision guide you on which route to take?
2. Goals : What are the 4-5 main things that the intranet will do in the future?

This is where the intranet strategy should take a lead from an organisations’ strategy. So if your organisation aims to improve customer satisfaction, then a strong goal would show how the intranet could play a part in that: finding experts to solve problems, better tracking of issues to resolution or providing more accurate information to sales teams, for example.

Some goals may be more inward-looking, such as ensuring 99% of employees can access the intranet. These are worth tracking, but won’t excite anyone, and may be better under “Implementation” (see below)
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- 3. Measures: What indicates that goals are being met?
  
  It is tempting to tie intranet measures to whatever your analytics tool will tell you. ‘Hits’ can be useful, but only if your strategy says what questions you want the data to answer. For a full picture, measure both inputs to the process (e.g. how many sales people use the information on the intranet) and the outcomes that matte
- 4. Implementation: What will change in the next 1-3 years?

Jul

17

2011

Measure Management 2.0 with CRI for Real-Time Management/Operational Control/Profit | Management Innovation eXchange

"Relationships drive business. Within the chaotic crush of interaction data coming off the Internet, smart mobile devices, Social Media, and Communities, is pure customer relationship gold. Three CRI (Customer Relationship Intelligence) metrics distill the gold—Relationship Value, the “effect” in relationship cause-and-effect; Interactions, the “cause;” and Variable Interaction Cost."

www.managementexchange.com/...measure-management-with-cri

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customer relationship costs interactions measurement management2.0 metrics Customerrelationshipintelligence customerrelationship communities

Customer retention is even more of a mystery--no one is in charge. And that is where the MONEY is! Some 80% of revenue comes from repeat business and referrals, only 20% comes from new customers typically.
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- It is time for a shift from a company-and-product focus to an individual customer-focus across the entire customer lifecycle. Here’s the difference in “what is” compared to “what could be”:
  
  The difference between looking backward as is standard practice now and looking forward with our leading indicator for profit, Relationship Value as a guide.
  The difference between making decisions based on head count and allocated costs versus putting variable costs where they belong on the Individual Contact.
  The difference between relying on what people SAY they will do, looked at in aggregate, instead of on what they actually DO individually.
  
  Managing based on real-time operational data tied to Individual Contacts and to real-time profit is a huge improvement. Not only does it make for better use of resources and deliver better governance, but you can compete and win based on exclusive customer relationships.
- Interactions with customers are the essence of strategy execution and value creation. Sustainable competitive advantage comes from understanding and acting on your customer behavior and profit patterns better than your competitors understand and act on theirs.
- The right customer relationship metrics--Interactions, Variable Interaction Cost, and Relationship Value--change the game. They measure relationship cause-and-effect at what cost.
- Social Media and Communities Play an Important Role: They are driving the integration of Marketing, Sales, and Customer Service silos. That reality--and that many of the Interactions are already digital--makes measuring and managing Communities a logical place to begin using the CRI FRAMEWORK, METRICS, and PROCESS.
- In the Management 2.0 competitive advantage goes to the companies who can optimize customer behavior and profit patterns better than their competitors. Here’s how to begin:

Jul

10

2011

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

"How do you measure that?"

www.slideshare.net/...-of-enterprise-20-conf-session

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socialbusiness enterprise2.0 adoption metrics indicators KPI measurement maturity

Jun

15

2011

Où va la "quantification de soi" ?

"Le 28 et 29 mai, s'est tenue à Mountain View la première édition de la conférence Quantified Self (QS) (que l’on pourrait traduire littéralement par "la quantification de soi" pour parler "de la capture, de l’analyse et du partage de ses données personnelles", comme l’explique Emmanuel Gadenne). InternetActu propose un compte rendu des différents ateliers."

www.lemonde.fr/...on-de-soi_1531713_1477893.html

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attention quantifiedself productivity data measurement privacy

L’internet n’est pas une pièce calme, explique Matthew Trentacoste. Pour favoriser sa concentration en ligne, il a utilisé et construit des outils qui l’aident à se concentrer dans les environnements en ligne.
Cet exemple donna lieu à une discussion sur ce qu’est l’attention (la résistance à la distraction pour Matt), mais d’autres participants mire l’accent sur la productivité en faisant notamment référence à l’expérience optimale, au flow de Mihaly Csikszentmihalyi (Wikipédia)
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- Naveen Selvadurai de Foursquare suggéra que nous pourrions manquer l’essentiel en cherchant trop à optimiser notre attention
- Ces différents exemples montrent bien que l’enjeu du QS n’est pas seulement dans la mesure, mais repose bien dans l’amélioration de l’existant. La mesure a un but, même si celui-ci n’est pas toujours avoué.
- Sur son blog, Mary Hodder s’étonnait qu’il y ait peu de sensibilisation à la protection des données personnelles durant les conférences du QS. Il lui a semblé implicite "que "nous" (innovateurs, sociétés, porteurs de projets…) pouvons prendre des données et les utiliser pour faire tout ce que "nous" voulons".
- Pour Mary Holder, il est d’autant plus important de laisser l’utilisateur décider de l’utilisation qui peut être faite de ses données que celles-ci sont, bien souvent dans le domaine du QS, très personnelles.
- On voit apparaitre de plus en plus de capteurs dans notre environnement physique. Il n’y a pas que nos personnes qui sont quantifiées, "le monde est quantifié !"

Apr

20

2011

Performance of Enterprise Social Networks

"My main message is that deploying an enterprise social network improves the performance of the company. As a consequence, the most important measurement is not the one of the tool in itself but the measurement of its actions / impacts on the performance of the company. "

nicolasrolland.tumblr.com/...-of-enterprise-social-networks

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enterprisesocialnetworks socialnetworks measurement performance metrics efficiency indicators

Mar

28

2011

Community Equity Overview

www.slideshare.net/...munity-equity-overview-2419832

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communities communityequity equity measurement metrics communitymanagement

Mar

4

2011

How to Best Use Collaboration IT

"Limiting collaboration software to small teams and short time periods works best, a scholar of "knowledge workers" says."

www.technologyreview.com/...32452

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collaboration software measurement

The fact is that most organizations aren't really serious enough yet about collaboration to measure it much. They tend to be a lot more interested in traffic to their website than traffic on their collaboration tools site
Historically, companies were quite interested in increasing the amount of collaboration. Now they are interested in targeting and limiting collaboration because people are getting overwhelmed
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- Deloitte has found that giving people a bunch of tools and saying "Go innovate and share ideas" doesn't work very well. Limiting the duration of a program is critical, and so is limiting the set of people that it makes sense to collaborate with.
- People did get excited about these more bottom-up social tools in that they promised a "people's revolution" in collaboration. I think many companies are uncomfortable with unstructured tools. But they are quite comfortable with Microsoft [software] and can say "We've got blogs, social tagging, discussion databases."
- The whole idea of collaboration and social media—but in the context of a work process—is one that is going to take off. In other words, you might build a social-networking tool around a specific work process [with tools that] keep track of where you are and your tasks.

Feb

18

2011

Gary Hamel: Inventing Management 2.0

"To create organizations that are fit for the future, we need to dramatically retool the management systems and processes that govern . . .

* How strategies get created
* How opportunities get identified
* How decisions get made
* How resources get allocated
* How activities get coordinated
* How power gets exercised
* How teams get built
* How tasks and talent get matched up
* How performance gets measured
* How rewards get shared"

blogs.wsj.com/...inventing-management-20

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management2.0 management resourceallocation opportunities decisionmaking talents tasks performance measurement strategy

Management 1.0 was built to encourage reliability, predictability, discipline, alignment and control. These will always be important organizational virtues, but in most industries, getting better at these things won’t yield much of an upside
But even that is starting to change: Around the world, “ordinary” managers of all sorts are starting to resist their captors. Most of these renegades aren’t HR directors, CFOs or even EVPs. Yet they are experimenting boldly with new ways of motivating, organizing, compensating and goal setting. They are reaching out to peers, taking risks, and running small-scale pilots. They are acting first and asking permission later. Even more remarkable is the scope of their aspirations. They are not just hoping to become better leaders; they are hoping to build better organizations. They are the harbingers of Management 2.0.

Jan

14

2011

Social Business Scorecard Presentation

"A development of my ideas in presentation format. This was a really useful exercise and it has helped me draw out some of the ideas and to identify areas to work on and make more robust. The project is one I’d like to make concrete, working with a team to solidify the ideas and to ground them in standard business practice. Areas that need developing are legion but there needs to be more work on the external / marketing aspects to draw the elements together."

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Jan

9

2011

The Social Organization - IBM - The Business Value of Social Software CIO Forum

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Bertrand Duperrin's Library tagged measurement → View Popular, Search in Google

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Social Business Scorecard Presentation

The Social Organization - IBM - The Business Value of Social Software CIO Forum

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