Defining Social Business Analytics – Forget the ROI and reveal the benefits of Enterprise 2.0 (Peter Kim at Dachis, Dr. Alexander Richter at CSCM, Guillaume Guerin at Lecko)
How can we measure social activity? At which levels should be measure at?
Dr. Alexander Richter
- Enterprise 2.0 = Cooperation. It is about sociotechnical systems. It is intrinsically quite hard to measure social interactions
- Why do we want to measure? the impact of different stakeholders should be considered during success measurement and the choice of success metrics. The manager, the platform owner, users all have different goals
- If you look at the implementation process such as Strategy, Analysis, Implementation, Evaluation, implementation of E20 require identifying success metrics (for the management) during the Analysis phase, use cases (from actual end users) utilization and usage analytics during the evaluation (for plat responsible)
- What do we know? There is a lot of research in Academia about sucess measurement models (DeLone & McLean 1992). A practice oriented model based on statistics from the platform is Return on Contribution from IBM to show that there is positive effect from contribution. Then McKinsey has a model based on surveying management on the impact (McKinsey 2010, Measuring tangible benefits from Web 2.0). Finally Cooper 2010 (Measuring the value of social software) based on specific use cases collecting activity, capability, business process
- They did a small study (by Christian Herzog). Very small sample but most companies (>50%) don’t measure success. Many are using the platform to see how it is used, employee surveys, experts evaluation, ROI as value on the business
- Are there any barriers that prevent the success measurement? too much effort, only limited possibilities of the system
- Few dimensions to consider to measure: when (state/time of measurement), what (social interaction and culture), where (aggregated types of measurement), for whom (recipient levels), what change (cost / performance levels), which data (direct measurement types)
- “True, managers focus on KPIs but if that contradicts taking time for #socbiz, they have wrong KPIs” Cordelia Krooss
- In the expectation of unforeseeable appropriations, management should constantly look at how the platform is actually used (team building, problem solving, knowledge transfer, updates, discussions, etc) to facilitate team enablement, enhance products & solutions, share information, find experts and solve problems
Peter Kim and Discussion
- Benchmarking yourself against others let you understand how you are doing
- Dachis Group launched the Social Business Index, big data platform benchmarking 20K brands on customer engagement and external activity
- How do you cope with the differences (platforms, cultures, etc)? Pulling data from Twitter, Facebook, G+, RenRen.
- Which are they KPIs? McKinsey studies are qualitative, they wanted to look at quantitative data
- We have to differentiate usage through quantitative data and qualitative one on the sentiment. Through social network analysis you can see people connecting but it doesn’t give any clue about the business value or business benefits
- Research companies are trying to connect SNA to business results through Net Promoter Score
- We don’t have standard indicators for internal collaboration. Only some correlation between employee satisfaction and business outcomes
- Who’s interested into the data and for doing what? At Lecko they focused on platform responsibles. The easiest stakeholder to convince are users because they know what they do everyday. Doing BI on SNA gets complicated
- Collecting all the data you can is one thing, collecting all the data you need is an entire different thing
- Its social business index the right name for the tool or is it more of a social media marketing index? Talking about all conversations in the ecosystem but only on social media.. not internal.
- They are measuring externally publicly available information. Is that really the right data to measure to decide success?
Future Roadmap of Social Business Technology (Ludovic Dubost at Xkiwi, Dennis O’Malley at Moxie Software, Sunny Paris at Yoolink, Thomas Pichon at blogSpirit, Sophie Planté at Dassault System, Stefano Pogliani at IBM, Christophe Routhieau at Bluekiwi)
- Xwiki – it’s about structured wikis focusing for the future on social content creation and social discussion, application development tools for (not technical) users, social workspaces with application stores, more customization capabilities
- Moxie Software – targeting the social enterprise intended as a closed loop solution from social crm to enterprise 2.0 (continuum of experience), connected people to people, two-way collaboration. Spaces by Moxie for collaborating internally to communicate externally and integrating with traditional enterprise apps
- Yoolink – enterprise social network for small to medium companies. They focus on the adoption through news feed. Taking inspiration from the public web 2.0, it’s about what do I see (signal vs noise), what do I do with a feed item (connecting / sending to business tools), how do I see it (interface, timeline, flipboard, Siri).
- blogSpirit – talkSpirit is a social network for business on internal and external community issues. It is a platform based on gamification, user centric approach (every device and activity stream for each member), strong on analytics for community management, connected with the existing ecosystem of information
- Dassault Systèmes. They sell 3DSwYm, a social innovation tool. Focused on experience, context, individual, content, accessibility, social innovation.
- IBM. The new form collaboration, the one centered around people, is the best way to both advance your career and for your business. it’s here that processes should be embedded in social. Social, mobile, embedded in business processes, contextual in the way in which you get your job done
- Bluekiwi. Facebook is the new standard because users want something as simple for their daily job. Let’s socialize business related objects. Users want to shift away from email to social efficiency. Anytime, anywhere, any device. We want answer by finding information, people, groups and efficient search. Leverage recommendations to filter information overload. Mobile collab, social collab, OEM partnerships, gamification, analytics
- Strong discussion in the twitter stream. Summary? Vendors talk feature, people in the audience ask for business value, user focus, connection to organizational pains
Keynote Session: Next-Generation Eco-System and its key success factors (Dion Hinchcliffe)
- Where is Social Business going? Are we moving from disconnected systems to an ecosystem of networked systems? Which are the success factors?
- Social Business Trends 2012: implementations getting bigger, all research continue to show sustained real-word benefits, social features are appearing in virtually all types of applications, still considerable confusion about who owns social in the org, predicted social data explosion happened, insights from social data has become a major industry, the blur between internal and external social business has not progressed as far as many thought, talk about open social business standards growing
- Other trends: better integrated social business processes, social analytics and BI, enterprise level organizations for social business, mobility in the discussion, growing budgets, community management crucial & getting more credit, social apps, communities as a new internal and external construct to consider
- Recent Examples
- Alcatel-Lucent 2.0 journey: 60K profiles, 4K groups, 25% active, 6% contributors. Started in 2008, microblogging, youtube, external social media presence, comments and rating in the intranet
- Cemex: 20K users, 500 groups, 1 year. Collaborative literacy, training, community management, executive leadership. Rich user profiles, activity streams, social bookmarks, social network
- Burberry: End to end Social Business effort. 6,6K workers, 10M+ facebook fans, 15K partners. Video with their CEO Angela Ahrendts at Salesforce. Project is driving profits increase
- Looking at the data and categorize the benefits of enterprise social media
- Increased productivity
- Revenue creation
- Connected culture
- Cost reduction
- According to McKinsey (2011) fully social organizations get outsized benefits (fully networked orgs)
- The lession: social business is part of a single continuum, one unified ecosystem
- Social isn’t happening in a vacuum. Major forces of change co-exist significantly influencing social.
- Technology is hugely improving productivity. Technology budgets have been flat, so where is this productivity improvement coming from? Innovation is probable not coming from the CIO. Just 1 in 10 CIOs want to be a revolutionary.
- Yet 60% of CIOs believe they should be driving growth and productivity
- Technology is changing faster than ever before in a perfect storm made by UX, IT delivery, informartion & communication rev, innovation & usage model, data.
- Mobile is exploding outshipping PCs in 2011
- Social is now the dominant for of internet communication while Enterprise are 2-4 yrs behind consumer. This means strong channel fragmentation across 100s external social networks and 10s internal tools
- The cloud is increasingly subversive at home, laptops, smartphones, IT department hosting data, apps, people info
- So workers have moved and companies have fallen far behind. 1 B digital natives have migrated to new way of consuming info. This is consumerization (diy, simple, fast, easy)
- A tidal wave of data. With social everything becomes easily accessible unlocking information in organizations. This brings us to big data: fast data, big analytics, deep insight to reach business objectives
- So the challenge is: IT very small, workers bigger, World huge. This generates a lot of pressure
- if in 2K only 10% of IT was unsactioned, today that’s 30% and growing. Shadow use of social media is particularly pervasive
- All this taken together is unsustainable. We must become resilient to constant change. This provides significant economic benefits, but how to design for that? For losing control? How we enable social business innovation
- The future of IT is consumerization and cooperation
- The 21st century organization should address radical change, social engagement, ecosystems and knowledge flows (see John Hagel’s work)
- In the meantime data is exploding and remain persistent, visible. We need better filter to find valuable information. 1 work a week is spent looking for info, half of work is tacit knowledge (McKinsey), 80-90% of most business data is submerged in IT systems
- Information overload is not the problem. Filters failure is. Thanks to social media, information is no longer submerged
- Analytics is about seeing the shape of the haystack, search about finding the needle
- How do we move on going to the 3rd phase? The new flow of business: listen, analyze, social business processes, engage and back to listen. Social biz processes inform analyze and engage
- You listen both personally and using strategic tools to automate and scale. That’s why we have an explosion of social media anlytics solutions attached to enterprise 2.0 platforms
- When you combine social + data analytics you get business intelligence to change faster and continually optimize
- What a social business ecosystem looks like: community management capability to engage, strategy and policy to guide, big data to listen and analyze. That’s how you end up with a social business including social innovation, social marketing, social crm, social workforce, crowdsourcing
- Key success factors: everyone must be able to participate, turn on networks effects by default, cultivate the right communities, plan for change and the unexpected, remove barriers to participation, listen – analyze – engage continuously and finally integrate social into the flow of work
