There’s no way to put this delicately, so I’ll be blunt: quantifying the financial benefits of an enterprise social network is turning your company -- and the entire social technology industry -- into a three ring circus.
The ongoing demands of individual executives, archaic software evaluation processes and an obsessive focus on employees as productivity centers instead of human beings have turned collaboration into chaos, and social analytics into a spectator sport. As vendors, consultants and analysts vie for customers and relevancy in the enterprise social networking space, we’ve become elephants that do tricks for peanuts, or tigers that jump through flaming hoops when the ringmaster says it shall be so.
Why? Because the enterprise continues to demand that we prove the financial return on investment of social technology initiatives. And the reality is, this can’t be done easily, effectively or most importantly, accurately. Thus, we resort to feats of the imagination to attempt to move our industry forward, dangling shiny ROI numbers and magical (yet made-up) metrics in front of buyers in an attempt to win them over.
This madness has to stop. The ROI of an enterprise social network (ESN) cannot be perfectly quantified, and to achieve the true benefits of a collaborative, cooperative workplace, companies must tear down the circus tent and trust in the power of social technology. ROI has become Return on Insanity, but we have the power to make this stop.
The Customer as Ringmaster
Since the first enterprise social networks were deployed, customers and vendors have been promoting their benefits. But fast-forward to 2014, and many companies who have still not adopted an ESN are looking for concrete proof that “social” will generate a positive return. It’s not enough that there are hundreds of case studies from companies of all sizes extolling the value. Certain executives and decision-makers want hard and fast numbers -- or “social” isn’t going to happen.
As players in this circus, we have bowed to the ringmaster and decided to play the game. If the customer wants ROI, they’ll get their ROI. Vendors and analysts have put together massive reports that attempt to quantify the financial value of enterprise social efforts. McKinsey’s 2012 Social Economy report asserts that companies across certain sectors could generate up to $1.3 trillion in productivity gains. Forrester has created Total Economic Impact (TEI) reports with Microsoft’s Yammer (asserting 3-year, 365 percent ROI of $5,676,103 NPV) and with TIBCO's tibbr (asserting a 3-year, 333 percent ROI of $36,231,676).
Holy monkeys riding tiny bicycles, Batman! Those are some big ROI numbers. It would be very hard for an executive to look at these reports and decide that an internal social network wouldn’t be a good investment. So we, as actors in the circus, have done our duty to please the audience. Applause, anyone?
Rosy ROI Calculations are Just Magic Tricks
The problem with these reports, studies and underlying calculations that purport to quantify the ROI of an ESN is that they’re hypothetical. While rooted in company surveys and data, none of the studies point to exact, real ROI measurements. The studies all talk about representative organizations and possible productivity gains. They don’t quantify actual ROI achieved by a real company through the use of an ESN. Why not?