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

"Despite all the wonderful things in the second paragraph of his letter that Mr. Sheffer says about GE, Wall Street has had persistently negative view of the firm: GE’s share price has declined by 35 percent over the past ten years. GE is one of three firms in the list (along with Wal-Mart and Johnson & Johnson) that is doing markedly worse than the S&P 500, which is at +32 percent over the ten-year period.

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GE radicalmanagement casestudies marketvalue innovation outcomes ouputs creativeeconomy

"It’s a pretty simple equation at the end of the day. When businesses decide to invest in technology, they are hoping to ultimately get more value back than they put in. The time windows for such investment are generally 2 years, more or less. This was recently validated for me as I helped judge the entries for the 2012 CIO 100 Awards. I was surprised that many companies expect 100% ROI in rather short periods of time, often in just sixth month for efforts that may have taken years to implement. Whether this is generally unrealistic or actually achievable is besides the point."

socialbusiness roi productivity outcomes savings enterprise2.0

"The really hard part of managing in larger organizations is in managing the layers and competing forces. Often we forget to reinforce acceptable behaviours, we leave role structures lose and incomplete and we set deliverables in often ‘woolly’ ways. This just promotes uncertainly and it is not an adaptive organization in leaving this so open. These unnatural built-in tensions create this shearing effect. They grind against each other, like tectonic plates that force further disruption and upheaval."

organizations tensions activities outcomes innovation management ecosystems improvement

"“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."

socialbusiness enterprise2.0 BPM process ROI outcomes measurement kpi

"Even though many organizations demonstrated clearly by their recent decisions (i.e., downsizing) that they see people as costs, I still buy into the saying that "people are an organization's most important asset." Why? Look at the research emerging in the past twenty years or so around the Employee Engagement Equation:

~ the more engaged your workforce = the more productive and profitable your company "

humanresources engagement employeesengagement commitment financialoutcomes outcomes

"One of the things I’ve posted on quite frequently at this blog, is the need to combing real and virtual (or as Nokia say, analogue and digital) activities in order to best achieve certain outcomes."

nokia casestudies socialnetworks communities outcomes changemanagement change

"The way we currently think about community management – for the most part – is a role played by someone managing a set of relationships often mediated by an online destination"

communitymanagement role management conversations workflow outcomes metrics

As from the common practice of working with this model they have added a input level to the diagram that discribes the denominator of the classical ROI formula in terms of costs for the Intranet management. “Output” describes the produced content by the input - in quantity, frequency, reach & actuality, comprehensability & usability. “Outgrowth” explains the perceived messages from Intranet output - measured for example by the knowledge about the contents of the distributed messages/information. “Outcome” indicates the effects from the “outgrowth” in regards to the changed behavior in terms of participation in any Intranet services. At the top of the model “outflow” pictures the business effects of the changes in behavior.

enterprise2.0 socialcomputing output outgrowth outcomes outflow strategymaps measurement

With a social infrastructure in place, a company will manage its resources with best efforts to produce intended, or expected, outcomes. In addition, the transformation will produce emergent outcomes. Doing business differently will produce different results: product breakthroughs, process improvements, and broader interpersonal connections.

outcomes emergentoutcomes crowdsourcing breakthrough process improvements connections