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The Influence Scorecard –influence performance management
Philip Sheldrakewww.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 AskLondon, 17th November 2011
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Questions
Tick those you consider to be unique…
Your organization ☐
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Questions
Tick those you consider to be unique…
Your organization
Your marketplace ☐
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Questions
Tick those you consider to be unique…
Your organization
Your marketplace
Your stakeholders ☐
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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? ☐
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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?
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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
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The business of influence is broken
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87055500
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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
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If you’re in business, indeed any type of organization, then you’re in the business of
influenceThe Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5629452844
… 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 …
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Public Relations
≠
media relationsPre-WebWeb 1.0Web 2.0Web 3.0
}
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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 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
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
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The Six Influence Flows
//The Business of Influence
The 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 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
Useful for dealing with business based on tangible assets. Essential for those built on intangibles.
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Return on investment
//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
“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.
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//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.
And yet: “CMOs believe ROI on marketing spend [in isolation?] will be the number
one method for determining the marketing function’s success.”
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The Maturity of Influence Approach
The Business of Influence, Philip Sheldrake, Wiley, 2011, Table 5.1, page 47
Maturity Characteristics
High Trace the influence (the action) back to source. Focused on business
outcomes, as we should be. Best practice, intelligent and you could say scientific and professional marketing and PR, and associated activities.
Influence-centri
c
Medium It’s quality not quantity. Not how many people you interact with, but how and in what context?
Low Number of followers, friends, subscribers, circulation. Empirically supported network science. Akin to column inches and
AVE – measurement because you can, not because you should.
Influencer-centri
cPitiful Obfuscating compound measures of
non-contextual trivial variables. No empirical evidence.
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The Influence Scorecard
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
Kaplan and Norton’s strategy map tool and Balanced Scorecard framework are well suited to these efforts.
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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
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Researching candidate metrics
Social Media Metrics, Sterne
Measure What Matters, Paine
Marketing Metrics, Farris, Bendle, Pfeifer, Reibstein
http://kpilibrary.com
http://www.smartkpis.com http://www.kpi-portal.com http://www.bsccommunity.com http://www.thepalladiumgroup.com/communities/XPC
The Business of Influence, Philip Sheldrake, Wiley, 2011, page 115
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Today
… influence activities:
– 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
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Tomorrow
Your influence strategy must:
– Take best advantage of social media, new info technologies and best practice performance management
– ‘Socialize the enterprise’, systematically
– Drive business performance.
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