measuring the value of enterprise social networking shared

Chasing the will-o'-the-wisp

Gordon Vala-Webb

#smartorg@[email protected]

Measuring enterprise social networking

www.DynamicAdaptation.com

Our agenda

Slide 2


Agenda

1. Introductions –me, PwC, and “Spark”

2. Why measure?

3. Elements and sequence

4. Issues and lessons learned

Slide 3


Introductions

1Slide 4


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

http://www.dynamicadaptation.com/


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


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


The sell

https://vimeo.com/52540980

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Why measure?

2Slide 9


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)

Slide 10


Making leaders happy . . .

Slide 11

Mon

th 1

Mon

th 2

Mon

th 3

Mon

th 4

0

1

2

3

4

5

6

7

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


Elements and sequence

3Slide 14


Elements and sequence

Slide 15

Design / Build

3. Measure

Assess

1. Define value

2. Design / build to deliver value

and build measurement in

4. Report / communicate


1. Define value

Slide 16Source: http://www.slideshare.net/dhinchcliffe/enterprise-20-summit-2012-closing-keynote


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

Slide 17

http://youtu.be/Vn4Bz8Bm4Fw?t=1m







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 . . .

Slide 19

All activity


2. Plus build measurement in . . .

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•Tool / suite configuration•Project plan•Communications•Training•Operationalization


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


3. Measure - survey example

Slide 22

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?


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


Issues and lessons learned

4Slide 24


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


Twitter: @dynamicadaptatn

#smartorg

http://www.dynamicadaptation.com/

measuring the value of enterprise social networking shared

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