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The Influence Scorecard – influence performance management Philip Sheldrake Author The Business of Influence: Reframing.

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Presentation on theme: "The Influence Scorecard – influence performance management Philip Sheldrake Author The Business of Influence: Reframing."— Presentation transcript:

1 The Influence Scorecard – influence performance management Philip Sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age Founding Partner, Meanwhile 1 AMEC – The Big Ask London, 17 th November 2011

2 Questions 2 Tick those you consider to be unique… Your organization ☐

3 Questions 3 Tick those you consider to be unique… Your organization  Your marketplace ☐

4 Questions 4 Tick those you consider to be unique… Your organization  Your marketplace  Your stakeholders ☐

5 Questions 5 Tick those you consider to be unique… Your organization  Your marketplace  Your stakeholders  Your marketing objectives ☐

6 Questions 6 Tick those you consider to be unique… Your organization  Your marketplace  Your stakeholders  Your marketing objectives  Your PR objectives ☐

7 Questions 7 Tick those you consider to be unique… Your organization  Your marketplace  Your stakeholders  Your marketing objectives  Your PR objectives  Your marketing strategy ☐

8 Questions 8 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 ☐

9 Questions 9 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 ☐

10 Questions 10 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 ☐

11 Questions 11 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 12 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? 

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,

14 The business of influence is broken The Business of Influence, Philip Sheldrake, Wiley,

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,

16 If you’re in business, indeed any type of organization, then you’re in the business of influence The Business of Influence, Philip Sheldrake, Wiley, … 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 … 16

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

18 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 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 18

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

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. //The way we contemplate, design, communicate and execute strategy Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: * 20 Useful for dealing with business based on tangible assets. Essential for those built on intangibles.

21 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: “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.

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

23 The Maturity of Influence Approach The Business of Influence, Philip Sheldrake, Wiley, 2011, Table 5.1, page MaturityCharacteristics HighTrace 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-centric MediumIt’s quality not quantity. Not how many people you interact with, but how and in what context? LowNumber of followers, friends, subscribers, circulation. Empirically supported network science. Akin to column inches and AVE – measurement because you can, not because you should. Influencer-centric PitifulObfuscating compound measures of non-contextual trivial variables. No empirical evidence.

24 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, Kaplan and Norton’s strategy map tool and Balanced Scorecard framework are well suited to these efforts.

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,

26 Researching candidate metrics Social Media Metrics, Sterne Measure What Matters, Paine Marketing Metrics, Farris, Bendle, Pfeifer, Reibstein The Business of Influence, Philip Sheldrake, Wiley, 2011, page

27 Today … influence activities: 27 – 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 20 th Century technology, media, and articulation of and appreciation for business strategy

28 Tomorrow Your influence strategy must: 28 – 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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