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The Influence Scorecard – influence performance management

The Influence Scorecard – influence performance management

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The Influence Scorecard – influence performance management

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  1. 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 AMEC – The Big Ask London, 17th November 2011

  2. Questions • Tick those you consider to be unique…

  3. Questions • Tick those you consider to be unique…

  4. Questions • Tick those you consider to be unique…

  5. Questions • Tick those you consider to be unique…

  6. Questions • Tick those you consider to be unique…

  7. Questions • Tick those you consider to be unique…

  8. Questions • Tick those you consider to be unique… • See where I’m going with this?

  9. Questions • Tick those you consider to be unique… • See where I’m going with this?

  10. Questions • Tick those you consider to be unique… • See where I’m going with this?

  11. Questions • Tick those you consider to be unique… • See where I’m going with this?

  12. Questions • Tick those you consider to be unique… • See where I’m going with this?

  13. Not just a yardstick • Management 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

  14. The business of influence is broken • The Business of Influence, Philip Sheldrake, Wiley, 2011 • http://www.flickr.com/photos/philip_sheldrake/87055500

  15. You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done • The Business of Influence, Philip Sheldrake, Wiley, 2011 • http://www.flickr.com/photos/philip_sheldrake/160365265

  16. If you’re in business, indeed any type of organization, then you’re in the business of influence … marketing, advertising, public relations, internal communications, public affairs, customer service, customer relationship management, social media, copywriting and content, SEO, branding, branded apps and widgets, brand journalism … … web design, graphic design, direct marketing, packaging, merchandising, promotion, publicity, events, sponsorship, sales and sales promotion, marketing and market research, product and service design and development … … human resources, training and development, channel management, procurement and supplier management, facilities management … • The Business of Influence, Philip Sheldrake, Wiley, 2011 • http://www.flickr.com/photos/philip_sheldrake/5629452844

  17. Public Relations≠ Pre-Web Web 1.0 Web 2.0 Web 3.0 } media relations

  18. Everything an organization does occurs in the context of a changing world, in a dynamic interplay with every entity around it 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 rise of social media • Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing • http://www.flickr.com/photos/philip_sheldrake/107864510

  19. The Six Influence Flows • //The Business of Influence • The Business of Influence, Philip Sheldrake, Wiley, 2011

  20. 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. Useful for dealing with business based on tangible assets. Essential for those built on intangibles. • //The way we contemplate, design, communicate and execute strategy • Balanced 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

  21. Return on investment • “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 strategy • Strategy 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

  22. And yet: “CMOs believe ROI on marketing spend [in isolation?] will be the number one method for determining the marketing function’s success.” • //The way we contemplate, design, communicate and execute strategy • From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study, IBM, 2011. http://www.ibm.com/cmostudy2011 • Square brackets added here.

  23. The Maturity of Influence Approach • The Business of Influence, Philip Sheldrake, Wiley, 2011, Table 5.1, page 47

  24. The Influence Scorecard Kaplan and Norton’s strategy map tool and Balanced Scorecard framework are well suited to these efforts. • How can we systematically learn from and manage influence flows? • How do we define, develop, and execute a consistent and coherent influence strategy? • How do we prioritize investments in influence-related human, information, and organizational capital? • //The Business of Influence • The Business of Influence, Philip Sheldrake, Wiley, 2011

  25. The Influence Scorecard /2 • The Influence Scorecard serves as both the methodology for defining influence strategy and the tool for executing it. • It’s a subset of the Balanced Scorecard, containing all the influence-related objectives and metrics extracted from their functional silos. • Helps management ensure that the potential to influence and be influenced is exploited cohesively and consistently throughout the organization. • //The Business of Influence • The Business of Influence, Philip Sheldrake, Wiley, 2011

  26. Researching candidate metrics • Social Media Metrics, Sterne • Measure What Matters, Paine • Marketing Metrics, Farris, Bendle, Pfeifer, Reibstein • http://kpilibrary.com • http://www.smartkpis.comhttp://www.kpi-portal.comhttp://www.bsccommunity.comhttp://www.thepalladiumgroup.com/communities/XPC • The Business of Influence, Philip Sheldrake, Wiley, 2011, page 115

  27. Today • – Are spread, uncoordinated, across functional silos • – Encompass only some aspects and subsets of the Six Influence Flows and the Influence Scorecard • – Are defined in the context of 20th Century technology, media, and articulation of and appreciation for business strategy • … influence activities:

  28. Tomorrow • – Take best advantage of social media, new info technologies and best practice performance management • – ‘Socialize the enterprise’, systematically • – Drive business performance. • Your influence strategy must: