This post builds on my previous work on the Social Business Balanced Scorecard and benchmarking the social intranet adds extra elements.
|Goal||Social Business Activities||Candidate Social Business Metrics|
|Employee Engagement||Increase employee engagement via genuine dialogue and polyphonic communication channels. Overcome Generational Shift. Discussing!||Employee Satisfaction Surveys, Polls, Feedback from Social Media Channels (% Csat), CSAT on Generation – Y + Millenials + Boomers. Timkin’s 5 I’s: Inform, Inspire, Instruct, Involve, Incent.|
|Platform Usage||Using the social platform to collaborate, innovate and share||Core platform metrics, logins & actions: ‘Contributing, Participating and Active’ Users; content posting, number of discussions, blogs, wikis, documents created; documents, images, video uploaded; Groups, Communities & Spaces created. etc.|
|Innovation||Increase level of innovation via Innovation Wikis (e.g., Cisco I-Zone), Competitions and ‘wisdom of crowds’ gathering of info activities. Listening!||Number of ideas submitted, number of successful ideas turned into pilots, number of pilots entering the market as new products. Time to market ratios.|
|Increase Productivity||Increased productivity||% increase, contribution in $/£ per employee|
|Improve Customer Experience||Increase revenue per customer, increase engagement from the customer, social marketing, brand protection||Customer retention / satisfaction, inputs into marketing process, overall cost of marketing $/£ per $/£ sale. Brand insurance.|
|Social Engagement||Connections, sociality of employees via Enterprise Social Networks, 2.0 profiles, Tagging across the Enterprise, Expert Locators, Silo Busting||Social Network Analytics, (NodeXL), Measure of Relations, Overcoming Geo/Time barriers with synchronous & asynchronous comms / collaboration = decreased travel budget. ratio of flights/meetings vs online engagement.|
|Learning||Social Learning, sharing of information, 2.0 Training, e-learning, EMS.||Cost of training, number of courses taken/passed, diversity of learning offerings, Customer satisfaction/CSAT Degree of ‘Knowing what we know’ better.|
|Sales & Turnover||Social Software as cumulative competitive Advantage. Increased Sales and Turnover + Productivity||Sales figures, sales generated per employee at employee cost (as above inc productivity).|
|Information Flows||“Semantic analysis, Big Data techniques and better tracking in general will help us to develop better insight into the who, what, when, where and why of information flow. In other words, how much of the right stuff is getting to the right place in the right context and the right time? Can we depend on it and when? Can we juice the system? Can we game it? How?” Deb Lavoy – see below||TBC|
Notes and Updates
Added to this framework: core platform usage – this should always have been part. The second is Bruce Timkin’s 5 I’s of employee engagement. The third is information flows. Information flows are something I need to articulate – it’s one of those slow-burner ideas, formulated in part when I was engaged with Critical Theory and Continental Philosophy. Thanks to Deb Lavoy for Timkin and for reminding me on flows. In doing so, this could lead to a need to synergise some of the headings.
Please see Balanced Scorecard search for my ‘working out loud’ on this topic over the last few years. Next phase will bring in ‘Big Data’ and look at closing the loop in terms of employees, customers and partners for the more holistic view of the social business.
How to calculate the ROI of E2.0 / Social Business projects
Social Media Balanced Scorecard III
Determining the Value of Social Business ROI: Myths, Facts, and Potentially High Returns
How To Calculate the ROI of Enterprise 2.0
Creating the Social Media Balanced Scorecard, doing the undoable….
The Balanced Scorecard For IT: Value Metrics. Forrester
Measuring Social Media ROI is a pipe dream
2013 Prediction: Social Business Tech will Stop Blaming Culture for Failure - Deb Lavoy
Report: The Five I’s of Employee Engagement
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