metrics - Bertrand Duperrin on Diigo

May

14

2012

The chemistry of enthusiasm

"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

www.bain.com/...e-chemistry-of-enthusiasm.aspx

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engagement customers advocacy service NPS management humanresources employeesengagement feedback metrics customerexperience

One reason for this superior performance is that engaged employees direct their energy toward the right tasks and outcomes
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- And when the true source of job satisfaction, happiness and recognition derives from enriching customers’ experiences, good things happen.
- These trailblazers manage to instill an extraordinary sense of purpose and autonomy, as well as strong affiliation with the company and its offerings. They take a systematic approach, focusing on a few key areas.
- It’s intuitive that customer advocacy closely correlates with employee engagement.
- To make progress with the Net Promoter system, it’s critical to build customer feedback into daily operations and then “close the loop”
- Such questions helped Belgacom, a telecommunications provider in Belgium, reduce the excessive flow of customer inquiries to its call center. Workshops with employees generated many hypotheses about what prompted the calls, and the company used customer feedback loops to winnow the hypotheses to a handful that merited attention.
- Feedback should not dwell exclusively on problems. Hearing a customer’s descriptions of how an employee’s actions had a positive effect can be a powerful reinforcement of desired behaviors and reminder of the employee’s purpose.
- Performance metrics can be powerful incentives for behavior. Rate employees along metrics of time or cost, and they will respond in kind, even if that degrades the customer experience.
- Masters of engagement change their processes to give employees greater decision-making autonomy because people on the front lines have a great influence over the quality of the customer experience.
- Many companies don’t take the trouble to understand which are their linchpin roles—as distinct from high-performing or high-potential people. These are roles that have a big influence on the customer experience or that provide critical support or coaching to employees who shape the customer’s response.

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.

Apr

6

2012

What Really Replaces Marketing (Madness)..

"What Really Replaces Marketing (Madness)
Here’s my take on What Really Replaces Marketing (Madness). I will do so following the story line of my recent Guest Lecture for the Marketing faculty, headed by Peter Verhoef, of the University of Groningen (The Netherlands). The guest lecture was titled: Marketing Leadership in age of Service."

wimrampen.com/...lly-replaces-marketing-madness

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marketing service customersupport customers communities engagement partnership metrics value serviceeconomy

The bottom line in my thinking is that, since Value is dominantly created in-use and is a result of co-creation between company and Customer, marketing strategies should shift their focus from creating momentum for value exchange (the sale) to creating momentum for interactions that support Customers in creating value for themselves.
And since value is something that can only be defined by its beneficiary we need to understand what outcomes Customers desire when they hire a company’s resources to get their jobs done.
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- Marketeers need to turn into Service Designers that are capable of designing end-to-end experiences. And they need not only design, orchestrate and market the experience (or value proposition in Service Dominant Logic terminology), they also need to ensure the company’s capability to deliver on the promise. And this also means involving, and taking responsibility for, company partners in the value network.
- Marketing’s first job is to understand Customer’s jobs & outcomes (or value creation process) and where in that process they fail to meet their desired outcome.
- Secondly Marketers need to build relationships in communities of individuals with similar Jobs-to-be-done and desired Outcomes.
- Their third job is to start supporting Customers to create value, not doing stuff to create value to the company.
- Marketing’s fourth job is to design for interactions that stimulate engagement in these networks or communities (=your Customer segment!).
- More and more I think that the fifth job is one of the most important ones: engaging employees and partners in supporting Customers to co-create value.
- Your 6th job is to extract actionable insights out of 360 degree feedback to foster innovations and design new value propositions that attract new Customers
- You last job is to redesign metrics that capture the engagement value to firm and to ensure that there is a high correlation to these metrics and Customer’s value created. I

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

Jan

31

2012

9 Magic Metrics Your Organization Needs to Adopt

"It's rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization's performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years."

businessfinancemag.com/...-organization-needs-adopt-0602

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intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

Communication Effectiveness -- An important metric for organizations is one that measures how well they communicate to employees, suppliers, shareholders and others
Customer Relationships -- Customer surveys are rarely effective in measuring the level of relationship an organization has with its clients or customers.
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- Employee Satisfaction -- Most clients in government and business have developed an Employee Satisfaction Index made up of a variety of measures such as casual absenteeism, complaints/grievances, voluntary turnover, employee focus groups, overtime and employee survey data
- Distraction Index --
- Employees in several firms I've worked with found they spent less than a third of their time doing their jobs
- Trust Index
- Aggravation Index -- A number of leading organizations have daily measures to track how much they aggravate their customers or how difficult it is to do business with their firm.
- Supplier/Partner Index --
- Project Management Index -- Measuring recurring work like processing transactions or manufacturing parts is different than measuring projects where each one is somewhat different
- ntellectual Capital -- Everyone agrees that intellectual capital or competencies are important to measure, but I have rarely seen good metrics in this area.

Jan

10

2012

building the conversation economy

"

John Battelle, the founder and executive chairman of Federated Media Publishing, explains in this interview what it means to understand content not as a constellation of sites, but as a system of conversations – and looks at the implications for marketers. "

cmsoforum.mckinsey.com/...g-the-conversation-economy.php

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economy conversation conversationeconomy engagement marketing socialmedia metrics kpi

There's a yin and the yang of the Internet – a circulatory effect between Facebook or Twitter or Google, and the Independent Web, which has generally meant blogs or semi-professional sites.
At this point, marketers have pivoted: they're not just putting their marketing next to content, but actually creating content themselves – or underwriting the creation of content. And then they encourage the sharing of that content and creating ecosystems where that content circulates. T
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- Increasingly, they're realizing that this social media space involves an ongoing conversation. Assets never really go away. They may rotate off the front page or be moved to a different section or classified for later search, but they don't disappear.
- You can see these attempts to create integrated communities between offline, online, television, print and Internet. Doing that requires a different skill set than previous, more siloed approaches to media.
- . But the clickthru rate is still a bad metric in terms of what a brand might want to optimize for, be it awareness, purchase intent, brand perception, and so on.
- The next step is to aggregate it across all of our inventory, put it in an index, and be able to say which kind of inventory indices higher for particular social media activities, or particular types of conversations or content. Or, you could cross-hatch this information on social actions with audience data: these kinds of people like to talk about those kinds of topics, and they like to share about these kinds of topics. It's an evolving and currently inexact science, but a very promising one.
- once you're engaged in an ongoing conversation with your customer, you're just crazy if you're not using these insights and learnings to develop better products and to answer market needs.
- Marketers have been traditionally trained to think, "My company made this, now we'll go sell it." But the ones who pivot to selling by being engaged with customers 24/7 become product researchers as well as the face of the company.
- A lot of companies are saying, "If we're going to do social, then we're going to build in Facebook." They think they can just check the box and cover the majority of their social program by investing in a really good Facebook page.
- . But if you're going to be a brand with a publishing approach to marketing, you must have an independent taproot that isn’t controlled by anyone but you. Then put out your branches and feelers everywhere. Integrate that experience and let your content and messaging flow through it.

Dec

12

2011

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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Dec

9

2011

Innovation in Intangible Assets Drives Company’s Market Value

"This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. "

www.innovationmanagement.se/...company%E2%80%99s-market-value

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intangible intangibleassets value marketvalue innovation finance humancapital organizationalcapital informationcapital metrics bigdata cooperativeintelligence intelligence valuecreation

Investments in organizational capital means investing time and money in open business models, open innovation and setting the right conditions for creative ‘knowledge workers’. Last but not least, investments in information capital spur the collection, interpretation and thus quality of the available internal information.
85 percent of Fortune 500 organizations will fail to effectively exploit big data for competitive advantage
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- Collecting and analyzing the data is not enough — it must be presented in a timely fashion so that decisions are made as a direct consequence that have a material impact on the productivity, profitability or efficiency of the organization.
- Most organizations are ill prepared to address both the technical and management challenges posed by big data;
- cooperative intelligence is about not inundating people with too much information, just what you know is important to them.
- Intangible assets are the ultimate source of sustainable value creation. Innovation and more investments are required to remain viable, to create and maintain competitive success and increase the organization’s market valu

Nov

23

2011

John Hagel on Social Technology Adoption | Collaborative Planning & Social Business

"John Hagel III co-author of the book “The Power of Pull” was invited on stage for a discussion with Dr. Pehong Chen, CEO of BroadVision about how companies are (or are not) adopting of social technologies at the Enterprise 2.0 conference in Santa Clara yesterday. I am a big fan of him and his latest book, so I took notes on how he sees companies resolving these difficulties."

social-biz.org/...-on-social-technology-adoption

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socialsoftware adoption enterprise2.0 socialbusiness changemanagement metrics

JH: Most companies are still trying to figure enterprise 2.0 / social business technology out. They don’t know what it is about, nor how to adopt it.
JH: Companies are most successful when they realize that tech by itself will not achieve anything. Instead, companies have to change the way that they work.
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- Surveys of executives show that 2/3 of executives are resistant to the use of social technology. More than 70% of employees as well. Part of this is just the tendency to stick with the familiar. Others resist because think it is added work.
- Change management process is not a rational process. Instead, it is a political process. It is important to understand that it is about strengthening the allies, and neutralizing the enemies
- We came up with the notion of “metrics that matter”. Different metrics matter at different levels of the organization.
- It is better to focus on operating metrics.
- Ask an executive “where do people spend their time?” 60-70% of time is spent on exceptions, and this generally not very visible. These are cases that have been thrown out of the automated system — and you have to resolve
- What is social good for? Finding the right people, finding the right information, and getting them to work together
- The other advantage, often underestimated, is making the invisible visible. Think about exceptions: because they are manually handled, there are no records. Executives can not tell you precisely how many exceptions they have.
- The big issue in knowledge management is that the knowledge that is most valuable is in people’s heads. This means that the real job is about connecting people.
- If the work style by nature is sharing, then everything is connected, and no additional work. But how do you change your behavior?
- Passionate people are more connected. They instinctively reach out. A passionate employee is twice as connected. These passionate employees are more likely to connect with social software.
- In any business process that is automated, there are always exceptions that fall out of the normal processing. As I mentioned before, social software is perfect for picking up those exceptions.

Nov

3

2011

21st Century Collaborative Enterprises: The Business Case

www.slideshare.net/...-enterprises-the-business-case

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enterprise20 socialbusiness socialcustomer engagement roi metrics marketing

Sep

30

2011

Increase Your Company's Productivity With Social Media

"A growing number of companies talk about the benefits of adopting web 2.0 tools inside the organization, but the list is short for companies that are using them for increased business results.

Unisys, the 138-year old tech firm, has quickly made "going social" part of its culture. Here's how they did it, and how they're using social media tools to become more agile, to share knowledge, and to increase the speed of innovation."

blogs.hbr.org/...e_your_companys_productiv.html

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socialbusiness enteprise2.0 productivity casestudies unisys strategy alignment technology pilot governance metrics implementation collaboration expertslocation

One of the biggest barriers to social collaboration is a disconnect between aspirations to become collaborative and the reality of being a closed organization. Unisys CEO Ed Coleman addressed this through leading by example
Gloria Burke, Director of Knowledge Strategy & Governance, along with co-directors John Knab and Rajiv Prasad, launched Inside Unisys, a social network internal to the firm. Coleman began blogging and soon his senior executives encouraged their teams to do so as well. Employees are automatically alerted to blog postings and microblog postings on the newsfeeds on Inside Unisys. Over time, Unisys sales people began using Inside Unisys to share information about recent wins as well as share lessons in losses.
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- Creating a social knowledge-sharing environment is not the responsibility of one department. "People support what they help to build," says Burke. "And, once it is built, they have a stake in its success." She set up an advisory council with senior leaders from across the company — business units, HR, IT, legal, finance, marketing, and more — to create a shared vision on how "going social" would improve employee and organizational productivity.
- So when Unisys launched "My Site" to allow employees to build their personal credentials and network of colleagues, they built a feature called "Ask Me About" that allows Unisys employees to locate experts across the organization by creating hashtags for their skills and key topics they want to collaborate on with other employees.
- The key: start with innovators and early adopters and others will follow as they see experience the benefits of using social media in their work.
- Social media literacy is fast becoming a necessary skill. Knowing what to share and how to share will be a critical skill for the 2020 workplac
- Strategy: Be sure there is buy-in and engagement from senior executives who are willing to lead by example.
  Alignment: Get involvement from stakeholder groups across the company.
  Technology: Determine the right mix of tools and technologies.
  Pilot: Identify pilot groups like Unisys did with the sales team.
  Governance: Establish guidelines for governance.
  Communications: Develop a communications plan.
  Metrics: Identify hard business metrics like increasing speed to innovation or speed for winning new business.
  Implementation: Create process for enterprise wide implementation new skills needed for success like social media literacy.

Sep

19

2011

The Myth of Performance Metrics

"There's a bogus belief that gets in the way of managers when they evaluate performance. That myth says that in order for an appraisal to be objective, assessors must have quantifiable metrics to support their assessment judgment.

That's just not true. What is a performance appraisal? The straightforward answer: A performance appraisal is a formal record of a manger's opinion of the quality of an employee's work."

blogs.hbr.org/...yth_of_performance_metric.html

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performance performanceappraisal metrics performancereview opinion humanresources management objectivity subjectivity

Writing a performance appraisal requires managers to be fair, unprejudiced, and objective. But the fairness requirement doesn't mean that you're restricted only to using quantitative, numerical metrics in making your assessment. Your opinions, feelings, and judgments are what the appraisal process demands.
In every other area of managerial activity, the ability to make good decisions in spite of limited and perhaps even conflicting data is what they get paid for. Only in the case of performance appraisal do we feel unnerved about the fact that examples, experience, and judgment — not quantitative and provable metrics — are used
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- as long as you can provide solid examples to back up your assessments and ratings, then your appraisal is objective, even if quantitative measures aren't available.
- And despite the myth that objectivity requires metrics, people generally want to know their supervisor's opinion of their performance

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

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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Mar

28

2011

Community Equity Overview

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

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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."

theparallaxview.com/...usiness-scorecard-presentation

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Jan

9

2011

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

www.slideshare.net/...e-of-social-software-cio-forum

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Dec

22

2010

Alstom: Case Study

www.slideshare.net/...alstom-final-5584774

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enterprise2.0 metrics casestudies kpi ROI governance alstom communities collaboration management

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

The chemistry of enthusiasm

Social Enterprise ROI: Measuring the immeasurable

What Really Replaces Marketing (Madness)..

Edge Perspectives with John Hagel: Pull Platforms for Performance

2012 E20 Summit Metrics

9 Magic Metrics Your Organization Needs to Adopt

building the conversation economy

Social ROI and Social Value models

Innovation in Intangible Assets Drives Company’s Market Value

John Hagel on Social Technology Adoption | Collaborative Planning & Social Business

21st Century Collaborative Enterprises: The Business Case

Increase Your Company's Productivity With Social Media

The Myth of Performance Metrics

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

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

Performance of Enterprise Social Networks

Community Equity Overview

Social Business Scorecard Presentation

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

Alstom: Case Study

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