Social Analytics … At a Glance

First off, let me stipulate that I absolutely support the notion that technologists of a certain age (let’s go with over 40) should regularly evaluate what they need to ‘unlearn’ in order to make way for new thinking.

However, some older techniques really do stand the test of time when attempting to understand new concepts. Take Social Analytics. It’s a hot topic and information specialists are trying to get their heads around what it it and what the business benefits are.

To help me understand, I started researching in the usual way. Books, white papers, articles and opinion. But as I did so, I drew up a ‘Dimension Map’ and a list of questions. Two simple devices that are as useful today in clarifying information requirements and their usefulness as they were err, a few years ago.

The first, a dimension map, has as it’s columns, the dimensions of measurement. So a revenue dimension map would typically have columns for product, customer etc. The rows are hierarchical levels so time (and most things are measured over time) might be years, months and days. The final column is a list of metrics. These are the measurements that can be analysed by the dimensions so a revenue dimension map would include sales value, sales qty. Easy, right. The social media dimension map below is very much a work in progress but I trust you find it useful as a ‘Social Analytics at a Glance’ diagram from which you can expand your thinking in the way that I intend to.

The question list is self explanatory but is a really simple and illustrative way to remind us that the purpose of information is to make decisions by answering business questions.

Social Analytics Dimension Map


  1. Who does or does not like me|my product|my campaign|my brand?
  2. Who influences my customers?
  3. Do influencers like me|my product|my campaign|my brand?
  4. Are my customers talking more about me|my product|my campaign|my brand? than my competitors? i.e what is my share of voice?
  5. What are my customers saying about my competitor? i.e. what are the competitive opportunities or threats?

Social Gestures and Social Business Intelligence

Social Gestures

If, in the middle of a conversation,  I put my index finger to my lips you would instinctively lower your voice. If I held my hand out flat towards your face whilst you were talking you would stop mid-flow. These social gestures are powerful forms of human communication. They are efficient communication short-cuts.

Cheque Please

One of the most universally useful social gestures is pinching the thumb and forefinger together as if holding a pen followed by a short wave in the air as if writing. Used in restaurants around the world it invariably results in receiving the bill even if your previous attempts at the local language resulted in you getting the wrong dish which you ate whilst wishing you had swallowed your pride rather than what ultimately arrived and pointed clumsily at the menu when ordering. Human social gestures are shaped by culture, history, collective memory and there are are a growing amount of equivalent online social gestures.

The Power of Online Social Gestures

Online Social Gestures are specific and granular interactions supported by social tools. In a single gesture or click it is possible to ‘like’ a document ‘rate’ it’s value or ‘share’ it’s content. Online Gestures in social tools are powerful for two reasons.

Firstly, they simplify interactions. Let’s take another universal human gesture, lifting a single thumb in the air to signify our approval. A single click on a thumbs up icon communicates the same message as adding the comment ‘I like this’ but it’s easier. It’s a single click rather than two clicks and nine key strokes. The difference in ease of use is marginal but it removes a barrier, albeit a low one, to participating in the social discourse.

The second reason though is more significant. In adding a ‘like’ button we have identified a common interaction within the universe of interactions that we can isolate, capture, analyse and make further use of. For example, we can capture and count how individuals rate a document. The availability of that document in searches and lists can be influenced by the rating. The more readers positively rate a document, the more others will become aware of it and the wider and audience for good content as decided by the ‘crowd’.

Decision Making Gestures

There are specific Social Gestures for Social Business Intelligence and the interactions associated with decision making in an organisation. Today, the social interactions are very simple but we should expect these to grow as vendor offerings grow in their levels of sophistication. The following represent social gestures for Business Intelligence. Some exist today, some are inspired by the behaviour of decision makers as we see it so are effectively our suggestions to Social BI vendors;

  • Explain. Open a question to explain the real ‘meaning’ of a BI report is identified. This is likely to be a gesture initiated by a Senior Manager
  • Resolve. Explore the possible solutions to the issue now identified as a result of the investigation that has taken place.
  • Decide. Agree and announce the most suitable solution to the issue
  • Approve. Seek approval or challenge from those involved in the decision making discourse
  • Action. Execute the solution identified in the resolution discourse.

Capturing Decision Making Gestures

If we simplify and capture these gestures we can start to understand the significance of separating, capturing and analysing each of them;

  • Explain. Senior managers can easily delegate the task of discovery to domain experts and analysts until there is consensus on the meaning of a BI report. For example
  • Resolve. All considered solutions along with the discourse and debate can be tied back to the issue identified in the BI report
  • Decide. The chosen solution can be clearly identified along with all those that were considered
  • Approve. Those involved in the decision making process can agree, disagree or register a challenge to the decision either as part of a consensus driven approach or simply ‘for the record’
  • Action. The activity decided upon to resolve the issue can be tied back to the decision and it’s outcome as a success or failure recorded so that it can be considered as an option for similar future decisions

So online social gestures, as they relate to decision making are the starting point form which we can begin to understand the decisions in our organisations, how they came about and what they tell us about improving future decisions.

Who makes the decision anyway?

You’re Fired

I know that anyone that watches ‘The Apprentice’ is not doing so for an insight into how a modern business is run but hearing the words ‘You’re Fired’ frequently bellowed through an office door couldn’t be further from my own experience. It represents a clichéd and caricatured view of management that I last saw to ‘comedic’ effect in Terry and June  a 70’s BBC Sitcom. I am sure it is a style that exists but hopefully in a diminishing minority of organisations that haven’t found a way to deal with the bullying and haranguing of greying and dysfunctional dinosaurs.

A New  Generation of Decision Makers

I was born in the 60’s which you have probably already worked out given the reference to Terry Scott and June Whitfield. I don’t recall being consulted by my parents on family decisions too often. Loving and supportive as they were, they were part of a generation that didn’t ask what kind of party we wanted, what cut of jeans we preferred or which destination we preferred for a day out.

Of course their choices were far narrower but this was the generation of parents that pre-dated Parenting magazine let alone

Compare this with the generation entering the workforce today. Most have been involved in choices that affect them, carefully consulted in family decisions. Some, including those like Montessori educated Google founders, Larry Page and Sergey Brin have taken their progressive education and created progressive and hugely successful organisational cultures.

Waning Autonomy in Decision Making

The connection with Alan Sugar’s pantomime boss and the future of BI is this. The purpose of BI is to make better decisions. Those decisions, two decades ago, used to be made by one person (and in the main it was a man) Increasingly those decisions are made by teams, peer groups, special interest groups and the staff that are impacted by it.

Waxing Collaboration in Decision Making

The drivers for the need for increasing collaboration in decision making are largely cultural. This includes the small matter of a whole generation entering the workforce that expect to be consulted and who are sociologically predisposed to sharing responsibility for the outcomes of those decisions. This means growing engagement in successful outcomes in organisations from a much broader group.

Until very recently, this was just too difficult to do. The cultural implications aside, how do you poll groups, get their input, collate views, share opinions and establish any kind of consensus without committee’s, sub-committees and employee councils? How to you distribute the information, the hard numbers, that are needed to make a decision that aligns the needs of the business, it’s stakeholders with the needs of those that participate in the business as employees and partners?

Social business tools and their convergence with BI are an enabler. They have made collaboration in decision making possible.

The opportunity is an engaged and an informed workforce that can positively participate in the decision making process. Even if the individual did not support the outcome, they will know that their voice was heard.

No, You’re Fired

If an engaged workforce sounds ‘fluffy’ then ask yourself what’s your organisations largest cost? It isn’t usually paperclips. Estimates vary but some suggest that knowledge workers will account for 80% of the cost in the US labour force in 2012.

If 80% of costs were in a machine would we be content on it idling, running at 25% capacity which some HR studies suggest is the current average level of engagement? I doubt it.

So the manager of yore, jealously keeping information to themselves so that they can exercise power and control and ultimately make autonomous decisions without offering or taking counsel… You’re Fired.