measuring the value of enterprise social networking shared
TRANSCRIPT
Chasing the will-o'-the-wisp
Gordon Vala-Webb
#smartorg@[email protected]
Measuring enterprise social networking
www.DynamicAdaptation.com
Our agenda
Slide 2
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Agenda
1. Introductions –me, PwC, and “Spark”
2. Why measure?
3. Elements and sequence
4. Issues and lessons learned
Slide 3
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Introductions
1Slide 4
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Introduction: Gordon Vala-Webb
Slide 5
I help leaders improve their business results by transforming how their people collaborate, innovate and sharewww.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 aboveSlide 6
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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”
Slide 7
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The sell
https://vimeo.com/52540980
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Why measure?
2Slide 9
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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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Mon
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MontrealTorontoCalgary
”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
KM strategy in a boxwww.DynamicAdaptation.com
Learn what works . . .
KM World October 2012Slide 12
Tactics
Strategy
Design / Build
Measure
Assess
KM strategy in a boxwww.DynamicAdaptation.com
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 2012Slide 13
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Elements and sequence
3Slide 14
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Elements and sequence
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Design / Build
3. Measure
Assess
1. Define value
2. Design / build to deliver value
and build measurement in
4. Report / communicate
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1. Define value
Slide 16Source: http://www.slideshare.net/dhinchcliffe/enterprise-20-summit-2012-closing-keynote
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1. Define value - an example
Giam Swiegers
Chief Executive Officer of Deloitte AustraliaUse of Yammer and “leading the organisation through growth
and cultural change”
Video: http://youtu.be/Vn4Bz8Bm4Fw?t=1m
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1. Define value – map to platform / tools
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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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3. Measure - survey example
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Global “before” survey of PwC staff / partners
64%Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Q: Easy to share and develop ideas with other PwC professionals?
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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 Slide 23
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Issues and lessons learned
4Slide 24
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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 Slide 25
Accuracy
RichnessCost
Thank you . . .
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This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic Adaptation does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
© 2013 Gordon Vala-Webb. All rights reserved.
Gordon (at)
DynamicAdaptation.com
www.DynamicAdaptation.com
Twitter: @dynamicadaptatn
#smartorg