how do you measure that? (enterprise 2.0 2011 session)
DESCRIPTION
This is our deck on social analytics and measurement at the Enterprise 2.0 conference session Boston, June 2011.TRANSCRIPT
© 2011 IBM Corporation
How do you measure that?
#e2conf
Rawn Shah, [email protected], @rawnHardik Dave, [email protected]
© 2011 IBM Corporation
Rawn Shah is in the IBM Social Software Adoption - BlueIQ Team, focusing on IBM's global Social Business transformation, focusing primarily on metrics and business value. He has written seven books, and currently writes a blog for Forbes.com.
Come by the IBM Booth #307
right after this sessionfor a free signed copy
of Rawn's book
Twitter: @rawn
Blog: blogs.forbes.com/rawnshah
Contact: [email protected]
Hardik Dave is a Senior Business Analyst in the IBM CIO organization focused social business metrics and analytics Twitter: @hardikdave
Contact: [email protected]
About Us
Get the extended version of these slides:
Slideshare: http://slidesha.re/mDVvvb IBM.com Community: http://bit.ly/mGmqua
© 2011 IBM Corporation
Baking a Social Analytics Strategy should be a happy thing
http://www.flickr.com/photos/8078381@N03/3321529873/sizes/z/in/photostream/
© 2011 IBM Corporation Image source: http://www.flickr.com/photos/victoriapeckham (CC BY 2.0)
48% of Social Strategists listed
“Creating ROI Measurement“ as their
#1 objective in 2011Source: Altimeter 2010, Career Path of the Corporate Social Strategisthttp://bit.ly/9kyZik
It's certainly an important thing
© 2011 IBM Corporation
So which social metrics do you link to value?And … How do you measure that?
Image source: Rawn Shah, www.wordle.net
© 2011 IBM Corporation This is starting to look more like a trip to the dentist's
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© 2011 IBM Corporation
5 Steps to Baking a Social Analytics strategy
1. Why do you
need it?
2. Who will need
it?
3. What do they need?
4. How do you
collect it?
5. When do you
need it?
© 2011 IBM Corporation … but there's no point in trying to boil it all
An ocean of possibilities from which to distill value ...
Image source: http://www.flickr.com/photos/ektogamat/3212977602
© 2011 IBM Corporation
Customer Customer ValueValue
Customer Customer ValueValue
OperatingOperatingExcellenceExcellenceOperatingOperatingExcellenceExcellence
Operating Operating EfficiencyEfficiencyOperating Operating EfficiencyEfficiency
PeoplePeople& Culture& CulturePeoplePeople
& Culture& Culture
Acquire new Acquire new customerscustomers
Acquire new Acquire new customerscustomers
Retain best Retain best customerscustomers
Retain best Retain best customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
Improve Improve marketing marketing
effectivenesseffectiveness
Improve Improve marketing marketing
effectivenesseffectiveness
Get current Get current customers to customers to
buy morebuy more
Get current Get current customers to customers to
buy morebuy more
Deal better Deal better with blows with blows
to reputationto reputation
Deal better Deal better with blows with blows
to reputationto reputation
Improve Improve sales sales
effectivenesseffectiveness
Improve Improve sales sales
effectivenesseffectiveness
Improve Improve customer customer serviceservice
Improve Improve customer customer serviceservice
Find unmet Find unmet customer customer
needsneeds
Find unmet Find unmet customer customer
needsneeds
Increase Increase return on return on company company
assetsassets
Increase Increase return on return on company company
assetsassets
Develop new Develop new businessesbusinesses
Develop new Develop new businessesbusinesses
Improve Improve product product
differentiationdifferentiation
Improve Improve product product
differentiationdifferentiation
Generate Generate income on income on intellectual intellectual
capitalcapital
Generate Generate income on income on intellectual intellectual
capitalcapital
Eliminate Eliminate waste across waste across
the the enterpriseenterprise
Eliminate Eliminate waste across waste across
the the enterpriseenterprise
Improve Improve brand brand
awarenessawareness
Improve Improve brand brand
awarenessawareness
Drive Drive effectiveness effectiveness
of supply of supply chainchain
Drive Drive effectiveness effectiveness
of supply of supply chainchain
Shorten time Shorten time to marketto market
Shorten time Shorten time to marketto market
Improve Improve demand demand
generation generation activitiesactivities
Improve Improve demand demand
generation generation activitiesactivities
Reduce cycle Reduce cycle time for time for product product
developmentdevelopment
Reduce cycle Reduce cycle time for time for product product
developmentdevelopment
Capitalize on Capitalize on innovative innovative approachesapproaches
Capitalize on Capitalize on innovative innovative approachesapproaches
Improve Improve company company processesprocesses
Improve Improve company company processesprocesses
Provide Provide employees employees with better with better informationinformation
Provide Provide employees employees with better with better informationinformation
Encourage Encourage endorsements endorsements of products by of products by
loyalistsloyalists
Encourage Encourage endorsements endorsements of products by of products by
loyalistsloyalists
Improve Improve shared shared servicesservices
Improve Improve shared shared servicesservices
Improve Improve effectiveness effectiveness
of sales of sales channelschannels
Improve Improve effectiveness effectiveness
of sales of sales channelschannels
Deal with Deal with reputational reputational
risksrisks
Deal with Deal with reputational reputational
risksrisks
Reduce labor Reduce labor time on time on
processesprocesses
Reduce labor Reduce labor time on time on
processesprocesses
Recruit Recruit stellar stellar
employeesemployees
Recruit Recruit stellar stellar
employeesemployees
Enable Enable employees to employees to represent the represent the
companycompany
Enable Enable employees to employees to represent the represent the
companycompany
Develop Develop employee employee
competenciescompetencies
Develop Develop employee employee
competenciescompetencies
Enhance Enhance employee / employee /
leader leader interactionsinteractions
Enhance Enhance employee / employee /
leader leader interactionsinteractions
Improve Improve employee employee
performanceperformance
Improve Improve employee employee
performanceperformance
Engage in Engage in the the
communitycommunity
Engage in Engage in the the
communitycommunity
Share best Share best practicespractices
Share best Share best practicespractices
Strengthen Strengthen cultureculture
Strengthen Strengthen cultureculture
Improve Improve employee employee
climateclimate
Improve Improve employee employee
climateclimate
1. Why do you need it? Where's the value?
© 2011 IBM Corporation
Customer Customer ValueValue
Customer Customer ValueValue
OperatingOperatingExcellenceExcellenceOperatingOperatingExcellenceExcellence
Operating Operating EfficiencyEfficiencyOperating Operating EfficiencyEfficiency
PeoplePeople& Culture& CulturePeoplePeople
& Culture& Culture
Retain best Retain best customerscustomers
Retain best Retain best customerscustomers
Improve Improve customer customer serviceservice
Improve Improve customer customer serviceservice
Eliminate Eliminate waste waste
across the across the enterpriseenterprise
Eliminate Eliminate waste waste
across the across the enterpriseenterprise
Improve Improve shared shared servicesservices
Improve Improve shared shared servicesservices
Engage in Engage in the the
communitycommunity
Engage in Engage in the the
communitycommunity
Acquire new Acquire new customerscustomers
Acquire new Acquire new customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
Improve Improve marketing marketing
effectivenesseffectiveness
Improve Improve marketing marketing
effectivenesseffectiveness
Get current Get current customers to customers to
buy morebuy more
Get current Get current customers to customers to
buy morebuy more
Deal better Deal better with blows with blows
to reputationto reputation
Deal better Deal better with blows with blows
to reputationto reputation
Improve Improve sales sales
effectivenesseffectiveness
Improve Improve sales sales
effectivenesseffectiveness
Find unmet Find unmet customer customer
needsneeds
Find unmet Find unmet customer customer
needsneeds
Increase Increase return on return on company company
assetsassets
Increase Increase return on return on company company
assetsassets
Develop new Develop new businessesbusinesses
Develop new Develop new businessesbusinesses
Improve Improve product product
differentiationdifferentiation
Improve Improve product product
differentiationdifferentiation
Generate Generate income on income on intellectual intellectual
capitalcapital
Generate Generate income on income on intellectual intellectual
capitalcapital
Improve Improve brand brand
awarenessawareness
Improve Improve brand brand
awarenessawareness
Drive Drive effectiveness effectiveness
of supply of supply chainchain
Drive Drive effectiveness effectiveness
of supply of supply chainchain
Shorten time Shorten time to marketto market
Shorten time Shorten time to marketto market
Improve Improve demand demand
generation generation activitiesactivities
Improve Improve demand demand
generation generation activitiesactivities
Reduce cycle Reduce cycle time for time for product product
developmentdevelopment
Reduce cycle Reduce cycle time for time for product product
developmentdevelopment
Capitalize on Capitalize on innovative innovative approachesapproaches
Capitalize on Capitalize on innovative innovative approachesapproaches
Improve Improve company company processesprocesses
Improve Improve company company processesprocesses
Provide Provide employees employees with better with better informationinformation
Provide Provide employees employees with better with better informationinformation
Encourage Encourage endorsements endorsements of products by of products by
loyalistsloyalists
Encourage Encourage endorsements endorsements of products by of products by
loyalistsloyalists
Improve Improve effectiveness effectiveness
of sales of sales channelschannels
Improve Improve effectiveness effectiveness
of sales of sales channelschannels
Deal with Deal with reputational reputational
risksrisks
Deal with Deal with reputational reputational
risksrisks
Reduce labor Reduce labor time on time on
processesprocesses
Reduce labor Reduce labor time on time on
processesprocesses
Recruit Recruit stellar stellar
employeesemployees
Recruit Recruit stellar stellar
employeesemployees
Enable Enable employees to employees to represent the represent the
companycompany
Enable Enable employees to employees to represent the represent the
companycompany
Develop Develop employee employee
competenciescompetencies
Develop Develop employee employee
competenciescompetencies
Enhance Enhance employee / employee /
leader leader interactionsinteractions
Enhance Enhance employee / employee /
leader leader interactionsinteractions
Improve Improve employee employee
performanceperformance
Improve Improve employee employee
performanceperformance
Share best Share best practicespractices
Share best Share best practicespractices
Strengthen Strengthen cultureculture
Strengthen Strengthen cultureculture
Improve Improve employee employee
climateclimate
Improve Improve employee employee
climateclimate
Business value is both hard and soft... Both matter
$ $
$
$
$$
© 2011 IBM Corporation
2. Who will need it?ht
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© 2011 IBM Corporation
2. Who will use it?
Executives
Line Managers
Business Process Leaders
Community Managers
IT / SystemAdministrators
Program Managers
Employees
Partners
Customers
SALES / BUSINESSDEVELOPMENT
SALES / BUSINESSDEVELOPMENT
SALES / BUSINESSDEVELOPMENT
HUMANRESOURCES
HUMANRESOURCES
HUMANRESOURCES
INFORMATIONTECHNOLOGYINFORMATIONTECHNOLOGY
PRODUCTDEVELOPMENT
PRODUCTDEVELOPMENT
MARKETINGMARKETINGMARKETING
Job Roles
Departments & Processes
© 2011 IBM Corporation
Linking #1 Why to #2 Who
MarketingExecutives
Line Managers
Marketing Process Leaders
Community Managers
MarketingProgram
Managers
Employees
Partners
Customers
HR Executives
Line Managers
Community Managers
HR Program Managers
Employees
HUMANRESOURCES
HUMANRESOURCES
HUMANRESOURCES
MARKETINGMARKETINGMARKETING
Share best Share best practicespractices
Share best Share best practicespractices
LeadershipLeadershipdevelopmentdevelopmentLeadershipLeadership
developmentdevelopment
Acquire Acquire new new
customerscustomers
Acquire Acquire new new
customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
Leverage Leverage loyalist loyalist
customerscustomers
© 2011 IBM Corporation
We've linked #1 Why to #2 Who
1. Why do you
need it?
2. Who will need
it?
© 2011 IBM Corporation
3. What types of social metrics do you need?
Image source: Rawn Shah, www.wordle.net
© 2011 IBM Corporation
Qualitative Quantitative
Be
ha
vio
ral
Att
itu
din
al
Individual Reputations
Group Vitality
IP & Content Activity
Social Interactivity
BrandReputations
ProcessBehavior
Satisfaction & Importance
Social Graph
De
mo
gra
ph
ics
3. What types of social metrics do you need?
© 2011 IBM Corporation
Rol
es
Social metrics of interest to Job roles
Sr Executives
Business Process Leaders
Community Managers
IT / SystemAdministrators
Social Business Program Leaders
Employees
Process Behavior
Satisfaction &
Importance
Brand Reputat-
ionIndividual
ReputationGroup Vitality
Content interactivity
Social Graph
Social Interactivity
© 2011 IBM Corporation
Rol
es
Social metrics for HR Roles
HR Executives
LineManagers
Community Managers
HR Program
Managers
Employees
Process Behavior
Satisfaction &
Importance
Brand Reputat-
ionIndividual
ReputationGroup Vitality
Content Interactivity
Social Graph
Social Interacti-
vity
© 2011 IBM Corporation
Rol
es
Social metrics for HR Roles
HR Executives
LineManagers
Community Managers
HR Program
Managers
Employees
Process Behavior
Satisfaction &
Importance
Brand Reputat-
ionIndividual
ReputationGroup Vitality
Content Interactivity
Social Graph
Social Interacti-
vity
● Velocity of member growth● Frequency of interaction
● Brand alignment● Share of voice● Sentiment intensity
● Satisfaction with community● Importance of community
● Content ratings● Contributions● Consumption● Response to post ratio
© 2011 IBM Corporation
Rol
es
Social metrics for HR Roles
HR Executives
LineManagers
Community Managers
HR Program
Managers
Employees
Process Behavior
Satisfaction &
Importance
Brand Reputat-
ionIndividual
ReputationGroup Vitality
Content Interactivity
Social Graph
Social Interacti-
vity
● Velocity of member growth● Frequency of interaction
● Brand alignment● Share of voice● Sentiment intensity
● Satisfaction with community● Importance of community
● Content ratings● Contributions● Consumption● Response to post ratio
● Frequency of interaction ● Enrollment into HR activities
● Relevance of HR to daily job activities● Difficulty of HR processes
● Satisfaction with HR-related social activity● Importance of HR elated social activity
● Content ratings● Consumption● Where/Who links are reshared to
© 2011 IBM Corporation
Process Behavior
Satisfaction &
ImportanceBrand
ReputationIndividual
ReputationGroup Vitality
Content Interactivity
Social Graph
Social Interact-
ivity
Rol
es
Social metrics for Marketing Roles
Marketing Executives
LineManagers
Community Managers
Marketing Program
Managers
Employees
Customers
© 2011 IBM Corporation
We linked Who to What
1. Why do you need
it?
2. Who will need it?
3. What do they need?
© 2011 IBM Corporation
4. H
ow d
o yo
u co
llect
it?
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© 2011 IBM Corporation
Qualitative Quantitative
De
mo
gra
ph
ics
Be
ha
vio
ral
Att
itu
din
al
SurveysInterviews /
Day-in-the-life
Social Network Analysis
Content / SentimentAnalysis
Activity logging
4. How do you collect it?
© 2011 IBM Corporation
Individual Reputations
Group Vitality
IP & Content Activity
Social Interactivity
Brand Reputations
Process Behavior
Satisfaction & Importance
Social Graph
Surveys
Interviews /Day-in-the-life
Interviews
Content / Sentiment Analysis
Surveys
=
=
=
=
=
=
=
=
Activity logging
Activity logging
Activity logging
Content / Sentiment Analysis
Content / Sentiment Analysis
Surveys
Activity logging
Social Network Analysis
Activity logging
Surveys
Surveys
Activity logging
Content / Sentiment Analysis
Social Network Analysis
Social Network Analysis
© 2011 IBM Corporation
We linked #3 What to #4 How
1. Why do you
need it?
2. Who will need
it?
3. What do they need?
4. How do you
collect it?
© 2011 IBM Corporation 5. When will you need it?
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8130
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5
© 2011 IBM Corporation
…
Social graph
Group vitality metrics
...
Process Behavior
Brand Reputations
Individual Reputations
Basic
Early stage of the program
● Early adopters using tools
Identify gaps in usage and issues with adoption
Integrate into
business processes
Intermediate
● Wider adoption
● Relying on social business tools
Advanced
● Integrated into business processes
● Employees use it daily
Satisfaction/Importance
Social Interactivity
Content Activity
“When” is a question of Social Business maturity
© 2011 IBM Corporation
Be
ha
vio
ral
Basic
Intermediate
Advanced
To help identify gaps or the need for social business program (e.g. Identify expert, build teams, finding content, sharing activities, managing information)
To understand expected business value from the program
To collect regular feedback from early adopters To identify usability and technical issues
To identify adoption challenges To help calculate business value
Why do Surveys– Surveys help to measure the importance, satisfaction and attitude of employees towards the
social business program– They provide an objective view of measuring the adoption of a social business program over time– Can be easily incorporated in the existing IT or employee sat survey process
Method: Surveys
© 2011 IBM Corporation
Be
ha
vio
ral
Method: Surveys
Basic
Intermediate
Advanced
To help identify gaps or the need for social business program (e.g. Identify expert, build teams, finding content, sharing activities, managing information)
To understand expected business value from the program
To collect regular feedback from early adopters To identify usability and technical issues
To identify adoption challenges To help calculate business value
Why do Surveys– Surveys help to measure the importance, satisfaction and attitude of employees towards the
social business program
– They provide an objective view of measuring the adoption of a social business program over time
– Can be easily incorporated in the existing IT or employee sat survey process
© 2011 IBM Corporation
What do you get out of surveys (1) Critical social activities employees need to do and gaps to fill
(2) Segmented view of where social business program will provide most value
Social Activity Importance of the activity for an employee
Satisfaction with the current tools
Find an expert Very Important Dissatisfied
Find Relevant content Very Important Satisfied
Join relevant community Important Dissatisfied
Share project status and documentation with the team
Very Important Satisfied
Sales
Marketing
Engineering
Research
Executive
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Importance and Sat with Finding an expertBy Job Role
ImportanceSatisfaction
Retail Unit
Softw are Group
Hardw are Group
Services Group
Finance Group
0% 10%20%30%40%50%60%70%80%90%
Importance and Sat with Finding an expertBy Business Units
ImportanceSatisfaction
* Sample Data only
IBM internal Workplace Effectiveness Survey
Method: Surveys
© 2011 IBM Corporation
Very Important Somewhat Important Neither important nor unimportant
Not very important Not at all important
Find an expert 5 4 3 2 1
Find Relevant content 5 4 3 2 1
Join relevant community 5 4 3 2 1
Before the program launch, ask importance and satisfaction questions to find gapse.g. Please rate the importance of each these collaboration activities to you and your job and then tell us your satisfaction with your current ability to accomplish each of these tasks?
During the program deployment, ask questions to find out how the tool is being usede.g., How much do you agree or disagree that each of the statements below describes your recent experience with Lotus Connections?
Strongly Agree
Somewhat Agree
Neither Agree nor Disagree
Somewhat Disagree
Strongly Disagree
Does Not Apply
a. Expertise Discovery: Lotus Connections allows me to locate people who have expertise that I’m looking for.
5 4 3 2 1 0
b. Usability: Lotus Connections is easy to use, that is, I can easily understand how to locate and use the features.
5 4 3 2 1 0
Method: Surveys
© 2011 IBM Corporation
Be
ha
vio
ral
Basic
Intermediate
Advanced
Gather qualitative data through interviews and focus groups of lead users for success stories and pain points
N/A
Day in the life scenarios are valuable when expanding the social business program to a larger scale
Identify, measure and valuate the use of social interactions in a business process workflow
Interviews of individuals or groups helps gather qualitative opinion and insigh– Helps to discover pain points, successes, and things that fall between the cracks
Day in the life visioning process helps create employee use cases
– Helps to create accurate use cases that model behavior in day-to-day practice
– Helps stakeholders to see how a process can be transformed into a social business process
Method: Interviews & Day-in-the-life visioning
© 2011 IBM Corporation IBM Portal Experience Modeler
Method: Day-in-the-life visioning1) Review “as is” Business
Analysis Materials Key Community players/roles Key Processes Key Process Problem Areas Key Portal Services and
Components
2) Interview players for PAIN and cost of it
Too many manual processes Customer/User Dissatisfaction Poor visibility into KPI’s Silo’ed Business Units
3) Develop credible Scenarios aligned with the business vision goals
Resonate with users/stakeholders Supported by real world examples
Branding (logos and colors)
Legacy Application Screens
Sample Documents / Forms
Company terminology and nomenclature
4) Gather and Manage Artifacts
5) Show the “to be”state
Efficiency/Productivity Innovation Business Transformation Competitive Game Changing
Capabilities
© 2011 IBM Corporation
Be
ha
vio
ral
Method: Activity logging
Basic
Intermediate
Advanced
Measure usage and contribution by early adopters Measure most widely used content to understand how users are using
social business tools
Measure activity in communities Measure how users are interacting with each other Understand adoption patterns based on user activity
Measure individual reputation based on interactions with others in the community
Content ratings, tagging and comments
Activity logging shows how users interact with social business tools– This is often the easiest method to implement and provides useful data quickly
– Activity logging data is foundational in building higher level metrics
– Measuring over time shows adoption and usage trends
© 2011 IBM Corporation
Be
ha
vio
ral
Method: Activity logging
IBM Reporting Tool for Connections
© 2011 IBM Corporation
Method: Content & Sentiment Analysis
Basic
Intermediate
Advanced
N/A
N/A
To understand group vitality and brand reputation To capture real-time employee sentiment To identify business process and IT issues in real-time
Content & sentiment analysis – Analyzes public conversations happening on social business tools to identify topic of
conversation, employee sentiment, brand reputation and community vitality
– Helps assess customers' views and demands about products and services
– Owned vs. Earned content
© 2011 IBM Corporation
Be
ha
vio
ral
IBM Cognos Consumer Insight
Method: Content & Sentiment Analysis
© 2011 IBM Corporation
Be
ha
vio
ral
Basic
Intermediate
Advanced
N/A
To provide point-in-time view of network of relationships, find expertise
To allow individuals to see real-time view of how they interact, find expertise and relationships across the organization
Managers and Business analysts can see the interdepencies of groups of people across organizational silos and demographics
Why do Social Network Analysis– To map the relationships between job roles and how people interact– To find connectiivty, proximity and flow of interactions
Method: Social Network Analysis
© 2011 IBM Corporation
Be
ha
vio
ral
Method: Social Network Analysis
IBM SaND Visualization
© 2011 IBM Corporation
We've linked #4 How to #5 When
1. Why do you
need it?
2. Who will need
it?
3. What do they need?
4. How do you
collect it?
5. When do you
need it?
© 2011 IBM Corporation
Intermediate AdvancedBasic
Social Interactivity
Making a Social analytics strategy map
© 2011 IBM Corporation
Intermediate AdvancedBasic
Social Interactivity
Content Interactivity
Making a Social analytics strategy map
Group Vitality
Satisfaction & Importance
© 2011 IBM Corporation
Intermediate AdvancedBasic
Share best Share best practicespractices
Share best Share best practicespractices
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Social Interactivity
Content Interactivity
Making a Social analytics strategy map
Group Vitality
Satisfaction & Importance
© 2011 IBM Corporation
Intermediate AdvancedBasic
Share best Share best practicespractices
Share best Share best practicespractices
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Social Interactivity
Content Interactivity
Making a Social analytics strategy map
ActivityLogging
Group Vitality
Satisfaction & Importance
ActivityLogging
ActivityLogging
SNA
© 2011 IBM Corporation
Intermediate AdvancedBasic
Share best Share best practicespractices
Share best Share best practicespractices
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Enhance Enhance employee & employee &
leader leader interactionsinteractions
Social Interactivity
Content Interactivity
Making a Social analytics strategy map
ActivityLogging
Group Vitality
Satisfaction & ImportanceSurveys Sentiment
Analysis
ActivityLogging
SNA
ActivityLogging
SNA
© 2011 IBM Corporation
Yay! We've linked it all together
1. Why do you
need it?
2. Who will need
it?
3. What do they need?
4. How do you
collect it?
5. When do you
need it?
© 2011 IBM Corporation
1. Why do you
need it?
2. Who will need
it?
3. What do they need?
4. How do you collect
it?
5. When do you
need it?
http://www.flickr.com/photos/8078381@N03/3321529873/sizes/z/in/photostream/
© 2011 IBM Corporation
Rawn Shah is in the IBM Social Software Adoption - BlueIQ Team, focusing on IBM's global Social Business transformation, focusing primarily on metrics and business value. He has written seven books, and currently writes a blog for Forbes.com.
Come by the IBM Booth #307
right after this sessionfor a free signed copy
of Rawn's book
Twitter: @rawn
Blog: blogs.forbes.com/rawnshah
Contact: [email protected]
Hardik Dave is a Senior Business Analyst in the IBM CIO organization focused social business metrics and analytics Twitter: @hardikdave
Contact: [email protected]
About Us
Please respond to the evaluation form
for this session
Get the extended version of these slides:
Slideshare: http://slidesha.re/mDVvvb IBM.com Community: http://bit.ly/mGmqua