People + Motivation = Proven Path
|
HUMAN CAPITAL The largest percentage of a firm's cost.
Estimates can go as high as 70 % of a firm's
variable costs .
Human capital is
a sustainable key driver for a competitive advantage. Firms that
manage human
capital will effectively be more competitive
than others in their industry. |
| |
|
|
|
What do you want your people to "Think , feel , and DO!"
We are the first technology consultants that understands "the business of behavior change." Communicate, train, measure and reward your people for embracing the system that is the lifeblood of your business and future.
CBEF Calculation Process
The goal of our Custom Behavior Execution Framework (CBEF) is to produce a prioritized listing of behavior results and issues to be mission critical for the organization. In order to provide an objective, quantifiable result, the following methodology has been developed to complement and extend the CBEF development process. If it is within the budget and timeframe constraints, at least two different versions of this matrix should be developed by different people, starting with identical audiences, intents, experience requirements and functional descriptions, but performing the rankings independently. These two results can then be averaged to produce results with greater confidence.
This list is highly useful in determining what features should be included in a base system design and implementation and defending those decisions with the company with specific numbers. Features high on the priority list can be suggested for the current initiative while features lower on the list can be slated for future initiatives. If a Feature ranks high on the list but is clearly excluded from the current initiative by a factor such as cost, the result may be interpreted as a strong argument for its implementation in a timely new initiative.
Multiple models created by different people can be averaged to provide even stronger results, or if desired, they can be presented separately, to either emphasize or de-emphasize differences of opinion on a particular project.
The CBEF matrix is a grid with Audiences in the vertical axis and Intents on the Horizontal, as shown below. Black cells indicate no correspondence between audience and intent.
Step 1 –Ranking and Assigning Values to Audiences
The CBEF matrix is a grid with Audiences in the vertical axis and Intents on the Horizontal, as shown below. Black cells indicate no correspondence between audience and intent.
|
Money or points |
Training |
Games |
consumer |
|
|
|
employee |
|
|
|
business |
|
|
|
Audiences are then ranked according to their importance to the company or to the behavior results being developed. Each audience is assigned a value from 10-1 with 10 representing the most important audience, and 1 the least important. If there are fewer than 10 audiences, which there usually are, the numbering will stop short of one (i.e., 10, 9, 8, stop).
|
|
Money or points |
training |
games |
10 |
consumer |
|
|
|
9 |
employee |
|
|
|
8 |
business |
|
|
|
Intents are not ranked or assigned values.
Step 2 – Adding Behavior Results to the Grid
Behavior results are developed for each Audience/Intent combination in the grid as shown below. These are high-level objectives that have been identified during interviews with the client and the client’s people, industry research and competition research.
|
|
Money or points |
training |
games |
10 |
consumer |
Hedonic rewards |
Educate and grow more distributors |
|
|
|
|
9 |
employee |
|
Six sigma cert. |
. |
|
|
|
8 |
business |
|
Product certification |
|
|
|
|
Step 3 – Adding Features to the Grid
The next step is to expand the behavior results with more specific features which may be implemented on the participant. Great care should be taken to ensure that consistent language is always used with the features, especially across intents. Ideally, a listing of potential company features should be developed separately before plugging them into the grid.
Example: if using the term “Location Search” to describe a feature that would provide the ability to search for business locations, always use “Location Search” to describe this feature, don’t switch it to “Search Locations” when moving from one audience or intent to another.
The grid should be expanded as shown below.
|
|
Money or points |
Training |
games |
10 |
consumer |
. |
. |
|
|
|
|
|
|
|
|
|
|
9 |
employee |
|
|
|
|
|
|
|
|
|
|
|
|
8 |
business |
|
|
|
|
|
|
|
|
|
Step 4 – Ranking the Features
The next step in the process is to rank the features by the Return that they will provide to the participant if implemented .
Cost/Benefit analysis should be performed for each Feature. A value of 1-5 is assigned to both the Cost (1 = Low Cost, 5 = High Cost) and the Benefit (1 = Low Benefit, 5 = High Benefit) of each feature. The result of Cost/Benefit (Cost divided by Benefit) will provide a numeric value for each Feature with low values identifying the most cost effective (greatest Return on investment), and high values identifying less cost effective items (less Return on investment). Features that have identical Cost/Benefit should be ranked subjectively based on an ‘educated guess’. The Cost/Benefit analysis is only a guideline, not a hard and fast rule. Some items in any system may need to be developed regardless the Cost/Benefit analysis results.
Example Cost/Benefit analysis for the Companys/Buy Products Features:
Money or Points- web user interface combing all systems
Cost = 4, Benefit = 4, Cost/Benefit = 1
Training: -rapid web based online training extranet
Cost = 1, Benefit = 4, Cost/Benefit = 0.25
Games– warehouse MGT barcode system
Cost = 5, Benefit = 2, Cost/Benefit = 2.5
Thus the Return ranking created for these three Features would be:
- Training (0.25, most cost effective)
- Money or Points(1)
- Games(2.5, least cost effective)
|
| |
| |
|
| |
| |
| |
|
|
|
|
