SLI Social Media Action Learning Presentation
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SLI Social Media Action Learning Presentation

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Orlando, FL

Orlando, FL
October 2012

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SLI Social Media Action Learning Presentation SLI Social Media Action Learning Presentation Presentation Transcript

  • SOCIAL MEDIA ACTION PROPOSAL2012 SENIOR LEADERSHIP INITIATIVE
  • OVERVIEWGOALDevelop a deep understanding of Cru’s U.S. digital landscape and identify the primaryroadblocks preventing digital media and tools from achieving their maximum impact.RESULTEvery U.S. ministry can better harness digital tools to reduce operational costs, build amore consistent, well-defined brand and empower more evangelistic effortsRESEARCH METHODS•  26 personal interviews•  780 staff surveys•  100 case study analysis  
  • CARING STAFF
  • CARING STAFF Cru staff want digital tools that help them improve their existing relationships with donors, staff friends and ministry contacts. STAFF INSIGHTCru staff have limited time and energy to try new digital tools because they havethree times more relationships than the average person.LEADERSHIP INSIGHTDigital media connects organizational leaders with staff who are in the field andgeographically distant from the leaders.INDUSTRY EXPERT INSIGHTDigital content intended to care for others is the most viewed and shared online.
  • PASSIONATE STAFF Cru staff will adopt new digital tools and resources only when it’s clear that they enhance their ability to be more effective at connecting others to Jesus. STAFF INSIGHTMany field staff have not witnessed the impact digital media can have in face-to-face ministry, and they lack passion when talking about the value of digital mediain ministry.LEADERSHIP INSIGHTOrganizational leaders passionately believe Cru needs to change in order toprogress along with the evolving digital culture.INDUSTRY EXPERT INSIGHTIn order to be effective, digital content and resources developed for Cru staff mustmatch the passion they have for the gospel.
  • EFFICIENT STAFF If digital tools are perceived as multiplying or saving time, staff will learn how to use them. STAFF INSIGHTDespite potential benefits, Cru staff do not devote time to learn or use digitalmedia in their day-to-day ministry.LEADERSHIP INSIGHTDigital media provides Cru staff the opportunity to connect with more people in thesame amount of time than traditional outreach methods.INDUSTRY EXPERT INSIGHTCru staff cannot centralize their digital information without help. Largeorganizations recognize that managing data is a full-time job.
  • EFFICIENT STAFF If digital tools are perceived as multiplying or saving time, staff will learn how to use them.
  • CRU APPS ANALYSIS Stability, longevity and efficiency often trump innovation and creativity when staff select digital tools to help their ministry. CURRENT SITUATION•  IT Council•  Keynote New Media Labs Team•  Cru Apps in developmentMISSIONHUBMissionHub has seen sporadic adoption as staff struggled to understand how itsaves them time and maximizes their current ministry efforts.TntMPDWhile it is not innovative, TntMPD continues to be used because it provides vitalinformation and has been sponsored by Cru’s organizational leadership for morethan a decade.
  • RECOMMENDATIONS Digital decisions should focus on technology that is staff focused, data driven, consistently branded and integrated with key U.S. ministry strategies.REDUCE OPERATIONAL COSTSIT Council should develop specific criteria for all future digital tools related to user-focus, data-driven and integration with overall U.S. ministry strategiesBUILD A MORE CONSISTENT, WELL-DEFINED BRANDAlign and build trust and credibility of Cru with digital tools that amplify the Crubrand.    FACILITATE AND EMPOWER MORE EVANGELISTIC EFFORTSStaff will adopt tools when they are sponsored by Cru’s organizational leaders andused by a majority of their staff peers.
  • ALIGNMENT Align key leaders within Cru to advocate on behalf of centralized, branded digital tools for evangelism. Leaders will need to be educated on how staff make technological decisions.IT COUNCILArmed with the preferences of Cru staff, the IT Council can identify the bestemerging digital tools and resource them effectively.LEADERS OF DIGITAL TOOLSCoordinating development efforts, leaders can move toward a new, consistent Crubrand identity and reduce the number of hours web developers spend maintainingdigital tools.KEYNOTEThe digital media team at Keynote can provide leadership and training necessaryfor U.S. ministries to adopt digital tools and strategies to greatly increaseevangelistic effectiveness.
  • OBSTACLES Cru must overcome the independent operation of many digital tools, the assumption that staff prefer innovative tools and the lack of continued national oversight for digital tools.DECENTRALIZED, INDEPENDENT DIGITAL TOOL OPERATIONMost digital tools are managed independently of one another and have their own distinctbranding and communication that is not aligned to the overall U.S. strategy.MISINFORMED ASSUMPTIONS ABOUT INNOVATIONPREFERENCESCru’s organizational leaders underestimate how much staff value stable, trusted digitaltools over flashy, innovative technology.    LACK OF NATIONALLY-SPONSORED DIGITAL COORDINATIONThe coordination and alignment of these resources under the IT Council and one keyleader could lead to significant changes in Cru’s overall evangelistic effectiveness.
  • CONCLUSION Cru’s impact in cities around the world will exponentially increase as digital tools are further coordinated, aligned and resourced with the goal empowering millions of volunteers.NATIONAL LEADERSWith digital tools centralized, national leaders will have more influence over thedirection of digital tools that directly impact their organizational strategy.REGIONAL LEADERSThrough improved insight into staff realities, regional leaders will be empowered tocapture, track, mobilize and resource ministry efforts with ease.    FIELD STAFFWith consistent branding, field staff will adopt tools that will improve their personalministry and Cru’s ability to connect with volunteers beyond college.
  • WHAT WE LEARNED It’s invaluable to spend time identifying as many key organizational stakeholders as possible when leading organizational change. •  Ryan McReynolds•  David Hand•  Ryan Sather•  Brian Barela•  Megan Soderberg•  Jeff Ammons•  Matt Brubaker