The Influence Scorecard – influence performance management Philip Sheldrake www.philipsheldrake.com @sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age www.influenceprofessional.com Founding Partner, Meanwhile www.andmeanwhile.com 1 AMEC – The Big Ask London, 17 th November 2011
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The Influence Scorecard – influence performance management
The Influence Scorecard – influence performance management. Philip Sheldrake www.philipsheldrake.com @sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age www.influenceprofessional.com Founding Partner, Meanwhile www.andmeanwhile.com. - PowerPoint PPT Presentation
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The Influence Scorecard –influence performance management
Philip Sheldrakewww.philipsheldrake.com @sheldrake
AuthorThe Business of Influence: Reframing Marketing and PR for the Digital Agewww.influenceprofessional.com
Your organization Your marketplace Your stakeholders ☐
5
Questions
Tick those you consider to be unique…
Your organization Your marketplace Your stakeholders Your marketing objectives ☐
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Questions
Tick those you consider to be unique…
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives ☐
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Questions
Tick those you consider to be unique…
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy ☐
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Questions
Tick those you consider to be unique…See where I’m going with this?
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy Your PR strategy ☐
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Questions
Tick those you consider to be unique…See where I’m going with this?
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy Your PR strategy Your marketing execution ☐
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Questions
Tick those you consider to be unique…See where I’m going with this?
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy Your PR strategy Your marketing execution Your PR execution ☐
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Questions
Tick those you consider to be unique…See where I’m going with this?
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy Your PR strategy Your marketing execution Your PR execution Your metrics? ☐
12
Questions
Tick those you consider to be unique…See where I’m going with this?
Your organization Your marketplace Your stakeholders Your marketing objectives Your PR objectives Your marketing strategy Your PR strategy Your marketing execution Your PR execution Your metrics?
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Not just a yardstickManagement and measurement are inseparable.
Things that get measured get done, or, to change the emphasis subtly and probably more accurately, people perform as they are measured.
In other words, measurement isn’t some passive eye taking it all in and reporting back to the brain; it is an active, dynamic management tool as well as a feedback mechanism.
The Business of Influence, Philip Sheldrake, Wiley, 2011
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The business of influence is broken
The Business of Influence, Philip Sheldrake, Wiley, 2011http://www.flickr.com/photos/philip_sheldrake/87055500
Everything an organization does occurs in the context of a changing world, in a dynamic interplay with every entity
around it
//The rise of social mediaAlign Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishinghttp://www.flickr.com/photos/philip_sheldrake/107864510
No organization is an island
Organizations must cultivate a sensitivity to the new dynamic (one that’s superior to competitors’) and sharpen their ability to interpret and respond
to the myriad communication flows issuing from all sides
//The Business of InfluenceThe Business of Influence, Philip Sheldrake, Wiley, 2011
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Kaplan and Norton developed the strategy map tool for the alignment of operations with strategy, and the popular* Balanced Scorecard framework to augment the lagging (financial) indicators of business success with non-financial drivers of future financial performance.
//The way we contemplate, design, communicate and execute strategyBalanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514* http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx http://www.flickr.com/photos/philip_sheldrake/2773203483
Useful for dealing with business based on tangible assets. Essential for those built on intangibles.
//The way we contemplate, design, communicate and execute strategyStrategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P. Norton, ISBN: 978-1591391340 http://www.flickr.com/photos/philip_sheldrake/107865905
“The strategy map identifies the specific capabilities in the organization’s intangible assets – human capital, information capital, and organization capital – that are required for delivering exceptional performance in the critical internal processes.”
“… each investment or initiative is only one ingredient in the bigger recipe. Each is necessary, but not sufficient. Economic justification is determined by evaluating the return from the entire portfolio of investments in intangible assets that will deliver the ROI from [the strategic imperative].”And this applies to influence activities too.
//The way we contemplate, design, communicate and execute strategyFrom Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study, IBM, 2011. http://www.ibm.com/cmostudy2011Square brackets added here.
And yet: “CMOs believe ROI on marketing spend [in isolation?] will be the number
one method for determining the marketing function’s success.”