Más contenido relacionado Similar a Enterprise 2.0 Black Belt Workshop: Measuring Success and Business Value (20) Más de The 2.0 Adoption Council (14) Enterprise 2.0 Black Belt Workshop: Measuring Success and Business Value1. Measuring Success and Business
Value: Metrics and Analysis
Ted Hopton, United Business Media
Donna Cuomo, The MITRE Corporation
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Who We Are
Ted Hopton
Wiki Community Manager
United Business Media
www.adventuresinsocialmedia.org
@Ted_Hopton
Donna Cuomo, PhD
Chief Information Architect
The MITRE Corporation
dcuomo@mitre.org
@Donnalc300
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United Business Media
Who is UBM?
– ~ 6000 employees world-wide across hundreds of offices plus
telecommuters
– B2B media:
“We serve specialist business communities with tradeshows and other live ‘in
person’ events; data, marketing and information products; print products; and
targeting, distribution and monitoring services.”
– Organizationally stove-piped
More than a dozen divisions serving distinct markets
Each has a CEO and operates largely independently
– Commonalities across divisions include
Exhibitions/conferences (BTW, we produce this event, E2.0!)
Print publications
Digital/Online Services
– Launched internal Jive SBS community Sept. 2008
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Objectives
Our Community’s Objectives Are Simply Stated
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Quantitative Metrics
Minimal Engagement Level: Logins and Contributors
Contributors = Created content of some kind
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Quantitative Metrics
Consuming Content: Page Views
Per Member Views: Comparable over time as community grows
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Quantitative Metrics
Active Members, Consumers and Contributors
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Quantitative Metrics
Page Views by Area
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Quantitative Metrics
Page Views by Area, cont.
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Quantitative Metrics
Page Views Per Employee
Comparable view across divisions of different size
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Quantitative Metrics
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Quantitative Metrics
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Quantitative Metrics
Where In the Community Is Activity Taking Place?
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Quantitative Metrics
Who Is Creating and Viewing Content?
Learn what the active members are doing so you
can share success stories and ideas
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Quantitative Metrics
Active Members by Level of Activity
Minimal = <6 activities Light = 6 - 20 activities
Moderate = 21 - 50 activities Heavy = 51- 200 activities
Super = >200 activities
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Quantitative Metrics
Active Members by Level of Activity
Minimal = <6 activities Light = 6 - 20 activities
Moderate = 21 - 50 activities Heavy = 51- 200 activities
Super = >200 activities
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Objectives
But, Back to Our Objectives…
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Qualitative Metrics: Survey
Annual User Survey
– How often they used it in
specific ways
Several times/week
Weekly
Monthly
Occasionally
Never
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Qualitative Metrics: Survey
List of positive outcomes
– Strongly Agree
– Somewhat Agree
– Somewhat Disagree
– Strongly Disagree
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Qualitative Metrics: Survey
Why Don’t You Use It More?
– Strongly Agree
– Somewhat Agree
– Somewhat Disagree
– Strongly Disagree
Blunt, negative statements
– Ask for it!
– Let them tell you how they feel
OK, this is going to hurt a little
– It’s a benchmark
– Listen, learn, then improve
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Qualitative Metrics: Survey
The Bottom Line Question
– How likely are you to recommend using it to a colleague?
– Scale of 0-10, with zero least likely and 10 most likely
Net Promoter Score© (NPS)
– Scores of 9-10 = Promoters (7-8 = Passive Positives)
– Scores of 0-6 = Detractors
– NPS = % Promoters - % Detractors
Positive NPS means more people promoting than detracting
Negative NPS means the opposite
A Truly Comparable Metric
– Even very different communities can compare NPS
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Qualitative Metrics: Wins
Success Stories: “Wins”
– Invite people to write up and submit wins
Small, medium and large
All kinds:
•cost-saving, revenue
•“Soft” wins: collaboration, communication, efficiency, innovation…
– Celebrate Wins
– Share them as examples for others
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Lessons Learned
Metrics will (and should) evolve
– Technology evolves new measurement capabilities
– Your skill with the technology will evolve better at pulling
out data you need
– Your understanding of your community & objectives will
evolve with experience
– Your community will evolve it’s alive, it will change, it will
surprise you!
Numbers + Surveys + Stories
– Collect all three
– Look at the whole picture
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Lessons Learned
There are no generally accepted benchmarks for
Enterprise 2.0 communities
– No one knows what results you *should* see for your
community
– Your Culture + Your Objectives = A Unique Community
Benchmark Against Yourself
– Aim for progress and improvement over time
– Compare different parts of your community with each other
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The MITRE Corporation
MITRE is a private, independent, not-for-profit organization,
chartered to work in the public interest
Founded in 1958 to provide engineering and technical services to Bedford, Mass.
the U.S. Air Force
Currently manages 4 Federally Funded Research and Development
Centers McLean, Va.
– Department of Defense 7,000 employees worldwide
– Federal Aviation Administration
– Internal Revenue Service/Department of Veterans Affairs
– Department of Homeland Security
Supports a broad and diverse set of sponsors within the U.S.
government, as well as internationally
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Use Case 1: Improve MITRE’s Research
Program Selection Process
Deploy an innovation management tool as the host environment for the
research competition
Enable codification of the research competition process
Collect all ideas in one place and record all participation (eliminate early
“weeding out” of ideas)
Better support “teaming” of proposers from across the corporation with
similar ideas (improve collaboration)
Encourage much broader participation in both proposing ideas and
commenting on ideas
Improve user experience and satisfaction of participation (visibility,
feedback, standard process, idea targeting)
Use an externally-hosted application (cloud service)
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Idea Market
FY10 Research Strategic Plan,
powered by Sharepoint Wiki
Idea Market, powered by Spigit
as a cloud service
Face-to-face “elevator proposals”
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First Year Numbers (as of 20 May 2009)
2842 of 7278 (39%) MITRE employees clicked into Idea Market
– 1445 Read-only Visitors
– 597 Idea Owners (non-stakeholders, submitted ideas, commented, voted)
– 575 Voters (only voted on ideas)
– 192 Commenting Users (non-stakeholders, non-idea owners who provided
written content)
– 33 Members are Active Stakeholders (MIP Leadership who submitted an
idea, review, comment, reply or vote)
840 Ideas submitted
750 Comments (threads) initiated
969 Replies to Comments
463 Reviews submitted
643 MIP Tech Support inquiries handle
5564 Votes cast
Achieved transparency, breadth of participation
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MIP User Satisfaction
Summary: 2008 vs. 2009
Respondents reported considerable engagement with the
process
Clear improvement in perceptions that the process is
understandable and predictable
Clear improvement in perceptions of fairness/consistency
in proposal evaluation
Still only a (sizable) minority of respondents who feel that they
understand or have received adequate rationale for funding
decisions
More participants (41%) agreed that the process improved
their competition experience than disagreed (27%)
Used survey technique to assess user experience
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Use Case 2: Social Bookmarking
(with Laurie Damianos)
Hypothesized social bookmarking would improve resource sharing,
leveraging others research across teams and corporation
– Some use of external tools like delicious already occurring
Could feed expertise finding
Could replace current “knowledge zones” – subject-based websites
maintained by corporate stewards (consider corporate goals, not just
end user goals)
Increase participation in knowledge sharing
Subscription to topic areas
More granular information management technique via tagging
Ease of ‘re-finding’ information or highlighting resources
(recommended, lesson learned, etc)
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Social Bookmarking
RSS
Tips
Popular
topics
Corporately
stewarded
Bookmarked collections
resources
urc
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onomi Pilot Usage
(from 2007/2008)
Average information provider has 56
bookmarks tagged with 5.4 terms. 154K tags
12000 page visits/mos 18K unique
27K bookmarks
tags
17% internal bookmarks
Supports need for internal social
bookmarking service
onomi bookmarks by tag
my bookmarks by tag
other bookmarks 83% external bookmarks
add bookmark
edit bookmark
my bookmarks by tag
We have no other way to share external
add bookmark by pop-up resources
browse users
my tag collection
delete bookmark
bookmark page (URL) most popular activity: viewing
search
other bookmarks by tag
help other people’s bookmarks
poponomi
onomi tag collection
add bookmark via bookmarklet
tag filters
14% of onomi’s visitors are
delicious top 15
quick lookup (user, tag)
edit my tag
contributors
other tag collections
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5% 10% 15% 20% 25% Media, 32
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MITRE-Babson SNA Study
(Bill Donaldson, Donna Cuomo, Sal Parise, Bala Iyer)
Size: tenure Study Findings
• Its not just frequency of use
that is important with these
tools, but rather, who you are
connecting to (uniqueness)
• Brokerage, in both social
networks and technology-
mediated networks, has a
positive impact on personal
innovativeness
• Both of the technology
networks (ListServ and social
bookmarking/ tagging) provide
unique, significant value
Center # Color • The social network & the
1 Lavender technology networks
2 Blue
5 Red
complement each other
19 LightMagenta
20 Sepia
48 Melon
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Measuring Business Value
Understand and explicitly document your goals for deploying a particular
social tool. What benefits do you expect to achieve?
Think about what evaluation methodologies and objective metrics would
help you understand if these desired behaviors are occurring
End users are not your only user group
– Research analysts, commenters/reviewers, expertise finding, recommending, ….
Increasing the number of unique connections in a person’s social network
has value
Cutter study notes it isn’t always possible to measure business value of a
social tool from a prototype
– Need critical mass, long tail effect of many one-to-one benefits, takes 2-3 years for
behavior changes to occur, etc
Use realistic benchmarks of participation to assess the adoption success of
your tool
– Social tool use and patterns not always comparable to business tool use
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Engage. Evangelize. Empower.
www.20adoptioncouncil.com
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