Enterprise 2.0 Black Belt Workshop: Measuring Success and Business Value

Ted Hopton, United Business MediaDonna Cuomo, The MITRE Corporation

Measuring Success and Business

Value: Metrics and Analysis

#e2conf @Ted_Hopton @@Donnalc300

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

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

Objectives

Our Community’s Objectives Are Simply Stated

Quantitative Metrics

Minimal Engagement Level: Logins and Contributors

Contributors = Created content of some kind

Consuming Content: Page Views

Per Member Views: Comparable over time as community grows

Active Members, Consumers and Contributors

Page Views by Area

Page Views by Area, cont.

Page Views Per Employee

Comparable view across divisions of different size

Where In the Community Is Activity Taking Place?

Who Is Creating and Viewing Content?

Learn what the active members are doing so you

can share success stories and ideas

Minimal = <6 activities Light = 6 - 20 activities

Moderate = 21 - 50 activities Heavy = 51- 200 activities

Super = >200 activities

Active Members by Level of Activity

Minimal = <6 activities Light = 6 - 20 activities

Moderate = 21 - 50 activities Heavy = 51- 200 activities

Super = >200 activities

Active Members by Level of Activity

Objectives

But, Back to Our Objectives…

Qualitative Metrics: Survey

Annual User Survey– How often they used it in

specific ways Several times/week

Weekly

Monthly

Occasionally

List of positive outcomes– Strongly Agree

– Somewhat Agree

– Somewhat Disagree

– Strongly Disagree

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

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

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

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

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

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 the U.S. Air Force

Currently manages 4 Federally Funded Research and Development Centers

– Department of Defense

– 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

Bedford, Mass.

McLean, Va.

7,000 employees worldwide

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)

Idea Market

Idea Market, powered by Spigitas a cloud service

FY10 Research Strategic Plan, powered by Sharepoint Wiki

Face-to-face “elevator proposals”

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

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

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)

Social Bookmarking

Corporately stewarded collections

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