Business Service Management Hub

The Hub Commentary_

I’ll start with, those that lead their markets, lead by a lot.  It is no surprise the leader of the Top 25 Social CIO’s is SAP.  Oliver Bussmann not only leads by >20% over the nearest follower, but by >80% over the #3 competitor.  Just as I mentioned in my previous post this morning, the next generation will be our future leaders, workers, buyers and customers.

I love when I can manage to triangulate and hit the trifecta of 3 blog posts in one day (Metrics, Top 25 Social CIOs and this article).  This is an IT department that doesn’t measure number of tickets closed or server uptime, but product innovation, interactions with customers, etc.  This is the difference in a CIO that “keeps the lights on” spending 1-2% of revenue annually just operating, from one that counts the financial aspects of business transformation and the one that leads strategic innovation and growth of the company.

I think back to 2007 and my entre into social media marketing.  I had a forward thinking marketing co-worker, Frank Strong, who was always on me to post a blog driving our companies presence in the market.  I must say, I would avoid him in the hall.  Then I didn’t have a Tweet account, much less Facebook, etc.  Then I needed to figure out how to build awareness for a product in a family of dozens of products and how would I make this small fish standout in the market – Social Media.  That was late 2010 / early 2011 ….. The BSM Hub had a Facebook page long before I had one personally.

Today, I communicate with my network via LinkedIN, Twitter, Facebook, etc. from my TweetDeck console over coffee and lunch each day.  I have had customers reach in and I have had a few prospects do a bit of research via the Twitter that I’ve attended to personally, long before a sales executive is involved.  Oliver is correct, putting a face to the product and company, making it personable is much more the norm than a customer working directly with a sales executive these days.  I know I would never hear from my baby nephew if I didn’t learn to text, Tweet and Facebook!

This is how the next generation works and buys, are you social and personally available to your customers, workers, prospects and the market?

Michele

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Picture yourself as an Executive in 2017, struggling to make sense of how many of your peers failed to become social. Many of them pushed aside by their more savvy underlings who built up both internal and external social networks.  Their large networks wield tremendous power, collective intelligence and the ability to influence both employees and customers. Many of the executives that didn’t adapt were caught in a type of ‘vocational innovator’s dilemma’; where they stubbornly refused to change despite the warning signs.  (Read Full Article…)

The Hub Commentary_

Nice article!  Just because you can measure it, doesn’t necessarily mean it needs to be measured.  Number 5 in the list is the one I snap to right away.  IT measures technology like baseball stats.  As my father always said, “baseball is a team sport that allows individuals to excel, but they must all excel at once to win the game”.    I believe IT measures technology as if those measurements prove they are doing something and creating value, when the company says, “so what?”.

The worst part about these measures is that it drives the wrong behavior.  Let’s pick on the help desk as an example.  Counting the number of calls, number of closed tickets on the first touch and the number of tickets closed in <15 minutes.  During my first software job as a professional services consultant, the first bit of custom code I had to write was for a customer to keep the help desk analysts from “cherry picking” the easy calls out of the queue and force the top of the queue to be selected.  Really?  This is because of how they are measured and we wonder why the business is unhappy with service and the end of the service desk is near according to the Top 10 Trends from Gartner.

These metrics are not driving quality or quality of service, but how many tasks I can do and how fast I can do them.  I cannot believe in 20+ years these metrics haven’t changed and it is just now that Forrester is publishing this article.  This is why IT is being outsourced and how the cloud is driving change into the organization.  See number 11 in the list and behavior.

Number 13 is classic and reminds me of my first position with EDS and a manager telling me, “you can make any chart tell the story you want to tell”.  Meaning diagrams from spreadsheets.  Yes, this is correct.  Why on earth would I push a chart that illustrates poor performance?

These measures are all the commodity of IT and why it is outsourced.  Instead of justifying and seeking to measure against benchmarks (number 9) as I was often asked as a former Industry Analyst for META Group, why not work to change the 1-2% of revenue that is spent just keeping the lights on – operating – which is what these traditional metrics measure.

Kudo’s Forrester, let’s start measuring value, driving the top line revenue with technology and innovation and improve the bottom line by reducing the amount of revenue (1-2%) that is spent just keeping the “lights on”.

How are your metrics changing with the advent of the cloud and driving value?

Michele

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In a recent Forrester report – Develop Your Service Management And Automation Balanced Scorecard – I highlight some of the common mistakes made when designing and implementing Infrastructure & Operations (I&O) metrics. This metric “inappropriateness” is a common issue but there are still many I&O organizations that don’t realize that they potentially have the wrong set of metrics. So, consider the following:  (Read Full Article…)

The Hub Commentary_

I tend to agree with Rachel, there is no secret set of standard metrics.  There are methods and classifications for services, but no one size fits all.  I will also add that measurements drive behavior as well and that I would offer caution in over measuring.

For instance, if the service desk gets measured for number of tickets completed, they tend to cherry pick and submit every conversation to garner more points.  Counting time for application groups turns each non-developing task into something that requires planning.  All of this again leads to measuring IT and technology rather than the services driving the business.

As we’ve discussed in many articles and as Rachel too points out, it’s more about the value, action and method of measuring services and performance than technology metrics.

How are you measuring your IT – technology or services?

Michele

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ne thing that I’ve found in common across infrastructure and operations groups of all shapes and sizes is that they are continually searching for the ideal set of key performance indicators. A set of metrics that perfectly measures their infrastructure, demonstrates the excellence of their operations, but are still simple and cheap to collect.  (Read Full Article…)

As I wrote in an earlier post, the world is getting more mobile and social and this all links to the cloud. In fact, the three are inextricably linked as mobile and the cloud make it so much easier to be social, whether posting a photo from your mobile phone to Facebook or checking in at your favorite restaurant on Foursquare. It’s easy to think that this has nothing to do with you and your business, but as the world becomes more socially focused, it puts a powerful communications tool into the hands of your customers.

In the old days, the way business worked was you developed a product and crafted a message to sell the product. You controlled the entire process, especially what you told the customer. Whether they had a positive or negative experience with your product didn’t matter much in the scheme of things because individual customers had no personal broadcasting platform except word of mouth and that wasn’t very efficient. Today, that’s all changed because using social media tools, customers can tell the world when they love your product, or conversely when they don’t.

Customers are much more in control of the message now, and not only that, you as a company are much more engaged in a two-way conversation. That’s why locking down external social media could end up being counter-productive. It actually makes sense to engage your customers in a dialogue and react to negative experiences before they escalate.

Because all of this important business is going on in social channels, there has to be a way to measure your engagement and that’s precisely why IBM has developed two new products (from recent analytics company purchases). The first is IBM Coremetrics Social and the other is Unica Pivotal Veracity Email Optimization Suite.  What these tools have in common is that they give you the ability to track and understand your customers inside various social channels. The Unica tools tracks links from emails across social channels, while the Coremetrics product gives you the ability to measure the ever-elusive social media ROI.

As your conversations with your customers and between your customers (and other interested parties) moves into social channels outside of your direct control, it only makes sense that your organization begins to find tools that help you measure how effectively you are engaging with your customers in the online social sphere. Only by having meaningful metrics (as with any enterprise strategy) can you provide accurate measurement of just how effective your online social strategy is and tools like these examples can help you do that.

Photo by Guarvaronomics on Flickr. Used under Creative Commons License.