Getting Jobs Done Theory

SWOOP Behavioural Insights - We use personas to provide individuals with insights into their online social behaviours

It’s not the sort of labelling that we have come to expect from our academic theory makers. But it’s just the sort of ‘down and dirty’ language that can help us break out of the ‘business speak’ rhetoric, that we tend to turn off from, the moment we hear it. “What is the ROI?”, “Where are the hard tangible benefits?”, “Have we done a cost/benefit on this?”, “How can you demonstrate customer value?”. ‘Getting Jobs Done Theory’ was indeed coined by a highly credentialed Harvard Academic, the same one that brought us the theory of “Disruptive Innovation”, Clayton Christensen. Christensen…

How far are you willing to Trade Personal Privacy for Personal Benefit?

We were recently interviewed on the topic of the impacts on personal privacy that human centred analytics might have. Of course personal privacy was front of mind at the very inception of SWOOP; and we quickly adopted the privacy tag line that we are “SWOOP not SNOOP”. That said, we are also mindful of the very power of the insights that can be drawn about individuals, from what might look like innocuous data, which presents a very grey area for privacy protection. Consumer Privacy In the consumer world we are now aware that when we accept something for free, e.g.…

The Social Network Map

This post continues our series on key SWOOP indicators. The ‘Social Network Map’ is prominently displayed on the Personal Tab, as a personal social network map. A second social network map representation is available at the Enterprise tab level, to identify how business units or offices, or the like, are connected via inter-group connections. Can you believe that the first social network map like this one was created some 80 years ago?  It was hand drawn to document a girls’ friendship network in a New York school. Today we have more automated methods. The SWOOP network map is only available…

How Healthy is your Enterprise Social Network?

At the heart of any Enterprise Social Network (ESN) are the groups or communities formed within them. Understanding the health and productivity of these groups should therefore be front of mind. For ESNs we can look again to the more mature experiences with consumer and external customer communities for guidance. We have written previously about the need to take care when translating consumer network metrics to the Enterprise. But in the case of community health, we believe the mapping from external community to internal community can be fairly close. What can we learn from consumer and customer networks? Arguably the…

Bridging the Knowledge Sharing/Problem Solving Divide

Working across organisational boundaries One of the most frequently cited reasons we hear for implementing an enterprise social network platform is to “enable our organisation to better communicate and collaborate across organisational boundaries”. The real objective is to let information and knowledge flow more freely to solve challenge business problems. This is the point where the focus changes from generic SHARING to business focused (problem-) SOLVING: We’re previously introduced this maturity framework that incorporates the 4 stages of Simon Terry’s model, and in a recent discussion with Simon he shared with us with some constructive insights that he has drawn…

Why we Should Worry about Response Rates in Enterprise Social Systems

Why we Should Worry about Response Rates in Enterprise Social Systems  This post continues our series on key SWOOP indicators. We have %Response Rate as a key performance indicator for organisations embracing problem solving and innovation within their Enterprise Social Networking (ESN) platforms. Difficult problems require deep dialogue, discussion and debate to be effectively solved. A response to a posting is hopefully the beginning of a constructive discussion, hence an important indicator of the degree to which an organisation is predisposed to solving problems online. Our ESN benchmarking of close to 50 organisations has the average response rate at 72%,…