Gordon Vala-Webb presented on measuring the impact of enterprise social networking. He discussed defining the expected business value, designing tools to deliver that value while enabling measurement, measuring through surveys, interviews and analytics, and reporting findings. Key challenges included defining hard-to-measure value, linking value to design, and balancing measurement accuracy with costs. The presentation provided lessons on measuring enterprise social networking to understand impact and guide improvements.
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Introduction: Gordon Vala-Webb
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I help leaders improve their
business results by
transforming how their
people collaborate, innovate
and share
www.DynamicAdaptation.com
Previously KM Director:
• PwC Canada
• Gov’t agency
Global lead (design / value)
PwC social network
Public, non-profit, no-profit
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What is PwC?
Size
• PwC is a network of member
firms in 158 countries with close
to 169,000 people
What we do
• Leading professional services firm
- Audit and assurance
- Consulting
- Deals
- Tax
Complexity
• See above
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PwC’s “Spark” – global roll-out
• 2010-2011 - Various experiments
• March 2011 – start project
• December 2011 – sign with Jive
• April 2012 - global deployment
• 1st six months - 90,000 PwCers went in
• November 2012 – “Overall Best in Show” at
JiveWorld”
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Why measure?
• Make our leaders happy
(a.k.a. justifying our existence)
• Learn what works (and doesn’t)
(Don’t forget to make choices)
• Measure the contribution
(Remember to net out costs)
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Making leaders happy . . .
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0
1
2
3
4
5
6
7
Montreal
Toronto
Calgary
”I wasn’t expecting much but it is
a stunning achievement of
mammoth proportions”
Actual Person, Key Role
Upward
sloping
graphs
Quotes
from
frontline
Pictures
and
stories
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Measure the contribution . . .
“+”
Actual $ made
Actual $ saved
Future $ made / saved
Time saved
Improved customer satisfaction
Accelerated innovation
Improve staff engagement
Better alignment to strategy
“-”Actual $ spent
Actual time spent
Political capital expended
Opportunity cost
Reduced customer satisfaction
Reduced staff satisfaction
KM World October 2012KM strategy in a box
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1. Define value - an example
Giam Swiegers
Chief Executive Officer of Deloitte Australia
Use of Yammer and “leading the organisation through growth and
cultural change”
Video: http://youtu.be/Vn4Bz8Bm4Fw?t=1m
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Build / design your social platform to maximize the delivered business
value; in particular pay attention to:
• User interface
• E.g. Surface functionality that is key
• Information architecture
• E.g. think through group naming conventions
• Metadata
• E.g. pre-populate tags with key terms and acronyms
(particularly those that can be easily mispelled)
• Integration points (how many, where, how far)
• E.g. Single people profile
2. Design your social platform to deliver value . . .
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All activity
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2. Plus build measurement in . . .
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• Tool / suite configuration
• Project plan
• Communications
• Training
• Operationalization
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3. Measure – key components (business value)
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• Pre- and post-launch business-leader interviews
Why? Identify expected / delivered / unexpected business
value (plus engagement)
• Pre- and post-launch surveys (5 minutes) of participants
Why? Measure people’s experience with value-related
behaviours
• Collect anecdotes
• Why? Provide richer understanding – and powerful
stories - of how the platform generates business value
• Monitoring people’s activity in the tool
Why? Understanding who is coming and what are they
doing
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4. Report and communicate
• Know you audience (and their purpose)
o Leaders – enterprise / units
o Group facilitators / activists
o Core platform team
• Have your content
• Beyond content
o Format / Style
o Timing
o Communicator
o Training
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Issues and lessons
• Defining the value is hard (but invaluable)
• Linking the value to the design / build is hard
• It’s a balancing act
• Good enough is good enough
• Surveys are harder than you think
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Accuracy
RichnessCost
“By fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers . . by 20 to 25 percent.” McKinsey Global Institute, July 2012“companies who outperform their peers are 30% more likely to identify openness – often characterized by the greater use of social tools – as a key influence on their organization.”IBM study of 1,700 worldwide CEOs found