Unrestricted © Siemens AG 2014. All rights reserved Steering an Enterprise Social Network: do measures have the desired impact? A case study of Siemens TechnoWeb Siemens Corporate Technology | May 2014
Jan 26, 2015
Unrestricted © Siemens AG 2014. All rights reserved
Steering an Enterprise Social Network:do measures have the desired impact?A case study of Siemens TechnoWeb
Siemens Corporate Technology | May 2014
Page 2 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda
Page 3 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The earlier we know the impact of an activity, the more directed (efficient) we can manage the change
Resources
Challenge
• We cannot1) efficiently manage change without feedback about our progress
• Implementing metrics also costs resources
The challenge: Reach the desired situation with minimal resources in a limited time period
1) Exception: a sufficiently accurate model about the system is available. Per definition this is not possible for complex systems.
Change ManagementCurrent situation Desired Situation
Page 4 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Large Enterprise Social Networks require metrics: there is always something we did not know before
Feedback Channels
More than 3000 usersUp to 300 users
Source: Christian Pescher, LMU: Social Network Analysis of Urgent Requests within Siemens TechnoWeb, data: 2/2014, colors represent the Siemens Sectors and CT
• Change management is possible without formal metrics
• Our personal network :
• knowing the key players
• knowing the key activities
• open feedback culture within this network
• Metrics are required for an efficient change management
• In addition to our personal network
• And formal feedback channels
Page 5 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda
Page 6 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
TechnoWeb: “Find People to get Answers”Enterprise Social Network for Siemens experts
Personalized dashboard(incl. activity stream of joined networks)
Network (Community) pages, with member list, partner network list, activity stream
Public profile pages of each user (incl. activity stream)
with news and RSS-feedsUrgent request (with target messaging)
+ advanced search and tagging+ integration of Sharepoints, wikis, blogs...
Open for allSiemens employees
Page 7 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
435 Networks with all Sectors
Examples: Computational Fluid Dynamics
(E, H, I, IC, CT) Siemens Production System (E, H, I, IC, CT) Nondestructive Evaluation (E, H, I, IC, CT) Technology Scouting (E, H, I, IC, CT)
Key Figures
> 1400 technology networks > 38.000 users
Corporate Problem Solving: Urgent Request Ø 30 Mio.€/year accumulated business impact Ø 7 Replies / Urgent Request
(w/o Author’s comment) Median: 31 minutes for first response
TechnoWeb supports open cross-Sector collaboration
# of networks with at least one member of A and BA B
Number of TechnoWeb network with members from both sectors
435
• 621
•70
6
• 749
• 701
• 741
718
• 657
•
733
• 831
I&C
Industry
CT
• 619Energy Health
Data: March 2014
Page 8 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda
Page 9 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The new TechnoWeb strategy is based on Value Steering – RIP4ROI revisited
Conference1) Amsterdam 2010: RIP or ROI?
• TechnoWeb strategy of 2010 was presented via Balanced Score Card
• Focus on quantity
Today: 4 years later
RIP 4 ROIRest in Peace for Return on Invest
RIP 4 ROIRest in Peace for Return on Invest
• TechnoWeb strategy of 2014 is presented via Balanced Score Card today
What is new?
• Challenge 1: Bridging the innovation chasm from early adopters to mainstreame.g. simplified user interface
• Challenge 2:“Market share” due to the expansion of the internal ecosystem
• Challenge 3:New actionable metrics (instead of “vanity metrics”) generated new insights and need for actione.g.: retention rate, persons without networks
Today: more focus on value
What changed since 2010?
1) See slides at http://de.slideshare.net/heisss/rip4-roi-siemens-heiss
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Strategy: value steering focuses on the value (RIP) – the benefit (ROI) follows as a consequence
Driver Tree for the TechnoWeb Balanced Score Card 2014
GrowthActivity
Value (RIP) Benefit (ROI)
Attract New Users# of new users per month,
total # of users
Foster Cross-SectorCommunication
Avg. # of sectors / network (quarterly)
Enrich Targeting Information (Digital Trace)
Avg. level, histogram of tag assigned (quarterly)
Corporate Problem Solving SuccessUrgent Request Success Rate (including monitoring1)
of Business Impact level of unanswered Urgent Requests), median of first response time (moving window over 12 months)
GenerateBusiness Impact
Σ Business Impact in €of Urgent Request with reply
(moving accumulation over 12 months) 1)
Increase Retentionretention rate (%) of not new userswithin 1 full month / 12 months 2)
Trigger Cross-SectorCollaboration
Avg. # of sectors / Urgent Request
Provide Targeted Audience for Written Content (Write)
write rate (%) of not new userswithin 1 full month / 12 months 2)
Increase Recommendations# of invite activities / month
Increase Moderated Content
Total # of Technology Portals
Provide Simple Interactions (Activity)
activity rate (%) of not new users within 1 full month / 12 months2)
Encourage Users toJoin Networks
# of users with network memberships
1) Details in monthly analysis 2) Details per cohort monthly and annually An improvement of A leads to an improvement of B (thick lines: strong dependency) BA
Page 11 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures (selected examples)
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda
Page 12 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Strategy: value steering focuses on the value (RIP) – the benefit (ROI) follows as a consequence
Driver Tree for the TechnoWeb Balanced Score Card 2014 (symbolic3))
GrowthActivity
Value (RIP) Benefit (ROI)
Attract New Users# of new users per month,
total # of users
Foster Cross-Sector
Communication Avg. # of sectors / network
(quarterly)
Enrich Targeting Information (Digital Trace)
Avg. level, histogram of tag assigned (quarterly)Corporate Problem Solving Success
Urgent Request Success Rate (including monitoring1) of Business Impact level of unanswered Urgent Requests),
median of first response time (moving window over 12 months)
GenerateBusiness Impact
Σ Business Impact in € of Urgent Request with reply
(moving accumulation over 12 months) 1)
Increase Retention(Read)
retention rate (%) of not new userswithin 1 full month / 12 months 2)
Trigger Cross-SectorCollaboration
Avg. # of sectors / Urgent Request
Provide Targeted Audience for Written Content
(Write)write rate (%) of not new users
within 1 full month / 12 months 2)
Increase Recommendations
# of invite activities / month
Increase Moderated Content
Total # of Technology Portals
A1
A2
A3 A4
A5
A6
Encourage Users toJoin Networks
# of users with network membership
Provide Simple Interactions
(Activity)activity rate (%) of not new users within 1 full month / 12 months2)
1) Details in monthly analysis 2) Details per cohort monthly and annually 3) For reasons of confidentiality the traffic lights do not show real values A1-A6: planned activities (see next slide)
An improvement of A leads to an improvement of B (thick lines: strong dependency) BA
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Most of the planned activities are stimulating early drivers of the Balanced Score Card
Examples of Activities A1-A6
• Inform users about the impact of tagging and motivate them to improve their digital trace
• Enable mobile access (App) for key functions of TechnoWeb
• Award those moderators who have the most new members in their network in a defined period (e.g. 3 month)
Technology Portals Welcome Wizard
Moderator’s Competition Newsletter EditorialMobile Access
• Helps new users to identify interesting networks
• Goal: every TechnoWeb user should be a member of at least one network
• New network type Technology Portal supports better moderated content
• Acquisition of new Technology Portals
• Flexible in adding new functionality for Technology
A1 A2 A3
A4 A5 A6
done
done
10/2014
2014 done
Page 14 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
L-1: No
tags at all
L0: 0-1 tag
L1: 2 tags
L2: 3-4 tags
L3: 5-8 tags
L4: 9-16
tags
L5: 17-32 tags
L6: 33-64 tags
L7: 65-128 tags
L8: 129-256 tags
L9: 257-512 tags
L10: 513-1024 tags
L11: 1025-2048 tags
1
10
100
1000
10000
100000
Strong tag relationship (personally assigned tags, e.g. follow tag)
Weak tag relationship (indirect tag as-signment, e.g. by joining a network)
Need for actions ( + + ): Many users have very good Digital Trace, but some have no Digital Trace
Enrich Targeting Information (Digital Trace)
Avg. level, histogram of tag assigned (April 2014)
37584 – 19397 = 18187
Metric: Average Digital Trace Level
(weighted arithmetic average, weak tag levels are weighted with 0.5):
1.35
A6A3A2
A2: Welcome Wizard A3: (sorry, confidential) A6: Newsletter Editorial
Page 15 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Very good Cross-Sector participation within TechnoWeb networks
Foster Cross-Sector Communication
Histogram: number of networks with x number of Sectors (April 2014)Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
1 2 3 4 50
100
200
300
400
500
600
79
196
293
365
511
Number of sectors
Nu
mb
er o
f n
etw
ork
s
Avg. # of sectors per network:3.7
0 1 2 3 54
Page 16 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
In most cases, Urgent Request responses also come from other Sectors
Trigger Cross-Sector Collaboration
Number of Urgent Requests with X Number of Sectors Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
Sectors of users who have been deleted from the database (per April 17, 2014) are assigned to ‘CT + Others’
1 2 3 4 50
50
100
150
200
250
300
350
400
450
263
424
390
252
142
Number of Sectors
Nu
mb
er o
f U
rgen
t R
equ
est
Avg. # of Sectors per Urgent Request:
2.7
0 1 2 3 54
Page 17 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Aug-1
0
Oct-1
0
Dec-1
0
Feb-1
1
Apr-1
1
Jun-
11
Aug-1
1
Oct-1
1
Dec-1
1
Feb-1
2
Apr-1
2
Jun-
12
Aug-1
2
Oct-1
2
Dec-1
2
Feb-1
3
Apr-1
3
Jun-
13
Aug-1
3
Oct-1
3
Dec-1
3
Feb-1
4
Apr-1
40.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Month
Avg
. N
um
ber
of
Sec
tors
More and more Urgent Request responses come from other sectors
Trigger Cross-Sector Collaboration
Average Number of Sectors per Urgent Request (moving window over 365 days) Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
Page 18 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Message targeting algorithm preserved the Urgent Requests high success rates
Corporate Problem Solving Success1)
Urgent Request success rate (10/2011-04/2014)
50%
60%
70%
80%
90%
100%
82%
95%
91%89%
100%
93%93%
98%100%
89%
94%94%
0.823529411764706
0.909090909090909
0.8
0.925
0.8125
0.892857142857143
0.956521739130435
0.916666666666667
0.9444444444444450.9333333333333330.928571428571429
0.8
0.931034482758621
0.894736842105263
0.772727272727275
0.9142857142857150.93548387096774
0.974358974358977
0.88
0.935483870967740.9333333333333330.9285714285714290.925925925925926
0.896551724137928
0.8461538461538490.866666666666667
1
0.9285714285714290.9333333333333330.9333333333333330.916666666666667
Broadcast Target Messaging
Per
cen
tag
e o
f U
rgen
t R
equ
ests
An
swer
ed
1) Note that Target Messaging reduced the number of email notifications by an order of magnitude compared to broadcasting (notifying all users).Therefore a significantly lower success rate was expected. Nevertheless, in the meantime the success rate is again at the same level.
Page 19 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The higher the Business Impact level, the higher the probability that it is answered
Corporate Problem Solving Success
Monitoring of Business Impact Level (BI) of unanswered Urgent Requests
Oct-1
1
Nov-1
1
Dec-1
1
Jan-
12
Feb-1
2
Mar
-12
Apr-1
2
May
-12
Jun-
12
Jul-1
2
Aug-1
2
Sep-1
2
Oct-1
2
Nov-1
2
Dec-1
2
Jan-
13
Feb-1
3
Mar
-13
Apr-1
3
May
-13
Jun-
13
Jul-1
3
Aug-1
3
Sep-1
3
Oct-1
3
Nov-1
3
Dec-1
3
Jan-
14
Feb-1
4
Mar
-14
Apr-1
40
1
2
3
4
5
6
7
8
9
10
BI € 1000 BI € 10 000 BI € 50 000 BI € 250 000 BI € 1 000 000
1)
1) Unanswered Urgent Request was too specific
Page 20 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Most Urgent Requests receive a response within the first 30 minutes
Corporate Problem Solving Success
Median for first response time (moving window over 365 days)
Sep-12Oct-12Nov-12Dec-12Jan-13Feb-13Mar-13 Apr-13May-13Jun-13 Jul-13 Aug-13Sep-13Oct-13Nov-13Dec-13Jan-14Feb-14Mar-14 Apr-140
10
20
30
40
50
60
42 Ecosystem Expansion
Month
Med
ian
Urg
ent
Req
ues
t F
irst
Res
po
nse
Tim
e (m
inu
tes)
Page 21 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Metric results and derived measures
Strategy and Metrics: The Balanced Score Card for TechnoWeb
Siemens TechnoWeb
Introduction – Why metrics?
Agenda
Page 22 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The Balanced Score Card helped to master the key challenges
Conclusion
Ecosystem
Within the ecosystem, TechnoWeb has a clear position in technology related topics
Changes in the ecosystem had no impact to the success of TechnoWeb’s Urgent Request
ActionableMetrics
The design of actionable metrics opened our eyes as we discovered the missing digital trace for a class of users
measures have been derived and are currently implemented
Innovation Chasm
Significant effort spent to reduce complexity of GUI and offering the Technology Portal functionality
First positive impact due to migration of another channel to TechnoWeb (main impact will follow next year)
Challenge 2
Challenge 1
Challenge 3
Page 23 May 2014 Corporate Technology
Ilka Karina DjajakusumaMaster Student at TU Vienna
Dr. Michael HeissPrincipal Open Innovation and ScoutingSiemens AG Österreich (Austria)
Dr. Manfred LangenPrincipal Key Expert Social MediaSiemens AG
Siemens AGCorporate TechnologyOpen Innovation and Scouting
Email: [email protected]: +43-664-88 55 15 26
siemens.com/answers
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