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When I did the first run-through of this presentation, it was 35 minutes long. There is a lot to this topic and shrinking it down to 20 minutes is very difficult to do such an immense topic justice.  I have included my deck below and my notes for the slides.  Please enjoy the slide deck and the notes.

The distribution deck is below. You can download the full deck here.

Full-Presentation Deck Notes (starting with slide 3):

  1. Things Just Got Real – Yes, it’s time for us to buckle down and get to work. No company is immune from this challenge and this is a shared problem we have all struggled with since social was first introduced to the enterprise. However, we’ve come a long way and it’s time for us to move beyond accepting what we have and move towards transforming and enabling our businesses.
  2. 4.       The 3 most important things to remember from this presentation are that today:
    1.  We Are Going Back to Business. It’s time to put away the metrics we are handed and it’s time to show the impact our programs have to our business organizations.
    2. Measure What Matters: You should be measuring what has actual value to your business.
    3. You Move What You Measure:  You only move and impact your organization on what you measure. If you want to make a difference, measure against your business objectives.
  3. PACE-Impact Award – One example of a shift we took at 3M was the PACE – Impact award.  It’s based 70% on engagement activities and indicators of healthy community activity. This is a great example of measuring what matters to an organization. Our focus was to shift people away from Fans & Followers – and it is working.
  4. The Process
  5. The Process may seem complicated, but it’s much simpler than it appears.  Because we don’t have time to go deep into examples, I will try to provide examples throughout the discussion today.  For the most part, the process allows brands to back-into the measurement and find the right path to answer the right questions for the business.
  6. Here is the Process to get to the measurements that matter for your business:
    1. Business Purpose
    2. Data Assets & Capabilities
    3. Frame the Implementation
    4. Actionable Insights
    5. Execution & Measurement
    6. Communication
    7. Optimization & Exploration
  7. The Business Purpose
  8. Many times companies have flowery vision statements or departments have high-level aspirations.  While these are great internally to build support and align the enterprise, they are not an actionable purpose from which to design your business objectives for your programs.
  9. The business purpose is not a digital objective. It’s not something that involves social measurement from dashboards. It’s a true business objective.  It’s not a digital objective, it’s not a fan growth metric or a “social strategy.” It moves your business. It’s a driver that someone on Wall Street would say, “Did you hear that XYZ Company increased their _____ for the year?”  There can also be many objectives that you are responsible for simultaneously.  This is why we have to go back to business. You’re only going to move what you measure so you need to measure what matters.
  10. Here are some examples of business objectives and here are some examples that are never, under any circumstances, a business objective.
  11. As an example, creating Awareness is one that is touted quite often, but rarely executed well.  Awareness comes in a lot of varieties and is measurable in all forms, but sometimes businesses are comfortable with just calling it “awareness.”  What does that mean though?  And with awareness, you have product attitudes, purchase intent, use of products or services, etc. and without much effort, you can acquire that information too.
  12. Data Assets & Capabilities
  13. I’m going to focus for a few minutes on this section.  This is simultaneously the most important part of measurement and the one that is most overlooked by most companies.  I could talk for weeks just on this topic alone.  After you know your business objective, then you can start to gather your data sources and examine how you can back into the answer your business is looking to solve.
  14. One of the advantages of having talent in-house, is that they have the opportunity to become very intimate with your tools, vendors and data.  It’s critical that as a business you not only use the tools you purchase, but you know them.  If you ask any vendor if they can do “X, Y or Z” the answer is inevitably, “Yes, of course we can.”  But you must seek to understand the black box, not just assume it has your best interest at heart.  Know where they get their information and how they tools will manipulate it for you. Also, look beyond silos. Internally you would be surprised sometimes if you need certain information, it may already exist somewhere else in your organization.  We tend to think of data as information about our products or customers, but also keep in mind the valuable leverage you can gain from public and shared information as well.  Developing partnerships is another strong way to share strengths and gain insight.  Recorded data is always better than reported, but often times you will find yourself starting off with reported research information before technology or your resources even allow recorded capabilities. This is an area you can grow and encourage your business to become better.  Always check your data quality. You would be surprised how often my team has found errors that make no sense.  Those errors sometimes come from the vendor, sometimes their data providers and sometimes it’s a combination.  Periodically validate your data to ensure you are getting what you expected. With all sources of information, you can always add more tools, reach higher and do better.  But the reality is that some businesses either do not have the resources, tools or budget for the best-in-class options.  Sometimes “Ok” is good enough as long as they know the option is out there for better data.  Your data capabilities – either from Tools or Algorithms is another source to consider for problem solving. I don’t think we ever stop looking for the next tool that can help us solve for business objectives.  Internal algorithms and data sets can also be manipulated to become additional data sources.  The 3M Pace-Impact Award is an example of using data that was available to create a new scoring system to solve for a specific business issue.
  15. It’s ok – it’s a lot for us to manage on a daily basis. But we can get through this.
  16. Frame the Implementation
  17. You know your data opportunities and what to solve for, but now you have to put the pieces together and plan.
  18. Always remember your culture.  It plays an enormous role and deserves respect in the way you approach everything in your business. Not everyone is a digital native carrying around a tablet and two phones.  If you’re measuring your program correctly, you will touch just about every part of your business.  The way you approach and explain your program will be different for different internal teams.  Remember that at the heart of everything, your company has specific ways to get things done.  Also consider the roles of everyone involved. When your data sources are complicated and coming from different areas of the company, it helps to define roles and responsibility. Legally, things can get complicated – especially on a global basis. Develop a good relationship with your legal team to understand your boundaries – and to push them. Just because you’re not an attorney, does not mean you can’t challenge your legal team to find a way to make your program work.  Just because you can measure or monitor something, does not mean you should. Avoid the creepy factor and be open to discussing where your information is coming from and how you obtained it.  This will become more and more important as perceived privacy issues take hold in the coming years.  I say “perceived” privacy issues because it’s more of a PR problem than a customer concern.  Most customers are ok with sharing information provided you provide disclosures.  It’s becoming an acceptable norm.  Also remember that as you frame your approach, test and prove all your technology and methodology.  The worst thing you could do would be to assume a vendor told you the truth about everything their tool does, or to assume your measurements will work correctly.  Start small – test and prove so you can rapidly scale.  Plan for problems. Errors will happen. Systems will go down. Have plans in place to deal with contingencies.  Your C-suite doesn’t want to know why you can’t get their information – they want to know when it will be available.   As you test and prove, validate your methods with internal customers or stakeholders. You would be surprised how often validation may lead to changes in approach or scope of a project.  Always manage your expectations in the organization. Introducing new, sexy tools sometimes builds excitement and the last thing you want to do is turn it on and deflate the energy. Communication about your plan – sometimes in phases helps to keep the expectations in check.
  19. Actionable Insights
  20. This is literally my only slide. If you are not providing information to tell someone what to do right now, why bother.  They’re not perusing results for leisure. It’s not pool-side reading. If you are not providing meaningful, actionable information then stop and rethink your approach.
  21. Execution and Measurement
  22. Time to turn it on and see what happens.
  23. Communication
  24. I think Communication is another overlooked part of our measurements.  Just because you have sexy dashboards and reports, doesn’t mean your job is done, or even done well.
  25. Remove silos in your organization.  Even if you acquire data and information from silos, communicate broadly and work to let everyone know the information. You never know who may find it useful, because you don’t know – what you don’t know.  I think of my role as to accelerate understanding in the organization.  Telling a story is a great way to capture attention and help others understand why this information is important.  If your graphs, charts, slides, dashboards do not communicate the information in 5 seconds, you have failed.  Charts and graphs should not need a super secret decoder ring to solve for the understanding. Don’t make people work for information, make them excited about the information these charts and graphs contain. Don’t underestimate the importance of well-crafted visuals to help with this.  Celebrate success and failure. Everything is a learning experience and smart companies will learn from both.  You can consider this all internal marketing. Think about how your audience will want to see the information – where they go, and allow your team to leverage a multi-channel approach if necessary internally.
  26. Optimization & Exploration
  27. Optimize.  Look at what your measurements are telling you, and think about how they can be better. Can you make adjustments to the program? Don’t wait until the end to review and optimize next time – consider optimization all the time.  Exploration for new measurements, tools, formulas, opportunities is also a great thing.  Be careful to not over-engineer or explore beyond the universe you currently live in.  It’s great to dream and think about big ideas – but at the end of the day, you have a job to do and exploration can take you away from the present.  But, never stop dreaming.



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