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Digitally Integrated Organizations Slide 1 Digitally Integrated Organizations Slide 2 Digitally Integrated Organizations Slide 3 Digitally Integrated Organizations Slide 4 Digitally Integrated Organizations Slide 5 Digitally Integrated Organizations Slide 6 Digitally Integrated Organizations Slide 7 Digitally Integrated Organizations Slide 8 Digitally Integrated Organizations Slide 9 Digitally Integrated Organizations Slide 10 Digitally Integrated Organizations Slide 11 Digitally Integrated Organizations Slide 12 Digitally Integrated Organizations Slide 13 Digitally Integrated Organizations Slide 14 Digitally Integrated Organizations Slide 15 Digitally Integrated Organizations Slide 16 Digitally Integrated Organizations Slide 17 Digitally Integrated Organizations Slide 18 Digitally Integrated Organizations Slide 19 Digitally Integrated Organizations Slide 20 Digitally Integrated Organizations Slide 21 Digitally Integrated Organizations Slide 22 Digitally Integrated Organizations Slide 23 Digitally Integrated Organizations Slide 24 Digitally Integrated Organizations Slide 25 Digitally Integrated Organizations Slide 26 Digitally Integrated Organizations Slide 27 Digitally Integrated Organizations Slide 28 Digitally Integrated Organizations Slide 29 Digitally Integrated Organizations Slide 30 Digitally Integrated Organizations Slide 31 Digitally Integrated Organizations Slide 32 Digitally Integrated Organizations Slide 33 Digitally Integrated Organizations Slide 34 Digitally Integrated Organizations Slide 35 Digitally Integrated Organizations Slide 36 Digitally Integrated Organizations Slide 37 Digitally Integrated Organizations Slide 38 Digitally Integrated Organizations Slide 39 Digitally Integrated Organizations Slide 40 Digitally Integrated Organizations Slide 41 Digitally Integrated Organizations Slide 42 Digitally Integrated Organizations Slide 43 Digitally Integrated Organizations Slide 44 Digitally Integrated Organizations Slide 45 Digitally Integrated Organizations Slide 46 Digitally Integrated Organizations Slide 47 Digitally Integrated Organizations Slide 48 Digitally Integrated Organizations Slide 49 Digitally Integrated Organizations Slide 50 Digitally Integrated Organizations Slide 51 Digitally Integrated Organizations Slide 52 Digitally Integrated Organizations Slide 53 Digitally Integrated Organizations Slide 54 Digitally Integrated Organizations Slide 55 Digitally Integrated Organizations Slide 56 Digitally Integrated Organizations Slide 57 Digitally Integrated Organizations Slide 58
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Want to use online tools to streamline efficiencies and allow you more time to do the things you love? Come learn about increasing your organization’s digital culture and digital intensity. You can learn how your org can become more digitally integrated with tons of examples of real tools that you can use right-away. Come with questions!

This presentation was developed and delivered as part of the linked digital future initiative. For more information, visit:

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Digitally Integrated Organizations

  1. 1. Digitally Integrated Organizations Or how transforming your Front of House and Back End systems can help you become more efficient and save you money!
  2. 2. Jai Djwa • 10+ years as an electroacoustic composer • 20+ years in digital • Creative Technologist • National Digital Transformation Coach • Vancouver Fringe Board Member • BC Arts Council Board Member • MOSAIC New Immigrant Business Mentor
  3. 3. Jargon Giraffe thx to:
  4. 4. What does being “digital” mean? Where should we focus our attention when it comes to being digitally integrated? What kind of team do I need? What technologies should we adopt first? How can I get my AD and my board to understand what’s important? Are we prepared for the changes that are taking place? What will happen to our audiences if we don’t adapt?
  5. 5. 6 2019 in BC, Arts BC ran DigistARTS that found.. Organizations were most comfortable in: ▪ Using digital tools for designing and maintaining a website and digital communications Least capacity used in: ▪ Using digital tools to create or enhance artistic creation ▪ Collaborating with other Arts Organizations Would like to do more of: ▪ Using digital tools for education activities aimed at a wider audience (45%) ▪ Training and professional development (43%) 81% of Organizations DO NOT have a digital strategy. In terms of capacity: Arts BC DigistARTS
  6. 6. 7 What we found – Organizations Most significant barriers for Organizations are: ▪ Lack of staff time to take on digital initiatives (27%) ▪ Lack of available funding (21%) Preferred Training opportunities identified by Organizations include: ▪ Online training courses over several weeks (20%) ▪ One-off face to face workshops (19%) 47% of Organizations indicated everyone should attend training programs in digital literacy Arts BC DigistARTS
  7. 7. 8 Organization Interviews ▪ Majority of Organizations cite a lack of funding while remaining largely unaware of free tools which can save time and free up staff capacity. ▪ Most Organizations are not ready for a comprehensive digital strategy, but they are ready to learn about different digital tools and how they can help with planning. ▪ Most Organizations struggle with gettingArts BC DigistARTS
  8. 8. “The rapid and unpredictable rise of online technologies, has irrevocably changed how audiences behave. That has put pressure on presenters at a time when their long-time audiences are aging rapidly and are not being replaced at the rate required to sustain the old model.” — Reflections and Recommendations to the Value of Presenting Study Advisory Committee (March 2013, Inga Petri)
  9. 9. So what’s the new model?
  10. 10. Digitally Integrated Organizations
  11. 11. Digitally Integrated Organizations • Fundamentally uses digital technology. • Has an innovative culture to manage change • Performs core operations with digital tools • Efficiently interacts with audiences, partners and vendors, • Integrates across IT systems. • Can deliver a digital audience-centred experience • Collects, transforms, shares and uses data to make decisions.
  12. 12. So how do we measure this?
  13. 13. Digital Maturity Assessment: Two Measurements We Use Digital Intensity measures the use of digital technologies. Digital Culture measures the ability to implement change.
  14. 14. Digital Maturity Assessment Matrix Techno-Shy Integrated Emerging Technocentri c Digital Culture Digital
  15. 15. “Digital transformation is not about technology. It is about STRATEGY, LEADERSHIP, and new ways of THINKING.” - David Rogers, Researcher, Author “The Digital Transformation Playbook”
  16. 16. To improve digital maturity… 1. Define their digital strategy 2. Establish a mind-set of digital-first at their staff and board 3. Investigate digital tools 4. Invest in training 5. Utilize the power of data to make better decisions 6. Understand that it is continuous improvement, not a one-off
  17. 17. The Linked Digital Future Initiative A multi-prong approach: • Action-Research • Deliver a shared data model • Prototyping • Translate performing arts information into linked open data • Digital literacy • Help arts organizations adapt to the digital shift & develop new digital collaboration skills Interoperability Discoverability Digital transformation Collaboration across the value chain
  18. 18. Let’s look at some digital tools as a way to increase our Digital Literacy and Digital Maturity…
  19. 19. How can they help? • Efficiency • Money saving • Reduced duplication • Collaboration • Reporting
  20. 20. Arts Organizational Structure Produc- tion Devel-o pment Opera-t ions Audience Engage-m ent •Production – the doing of the thing (creation) •Audience Engagement – marketing and promotion, dissemination •Operations – back of house, admin and governance •Development - Fundraising and Donor stewardship
  21. 21. First Issue before we start •Digital Culture can’t be delegated; leadership is critical. •Digitally integrated orgs have productive disruptors who question the status quo and can envision a new world. (Sound familiar, artists?) •The implications of these digital skills likely will impact executive-level hiring and development for the next decade.
  22. 22. Second Issue •What I will show today are CLOUD-based products •This means they are accessed online and data storage is not local on your computer but on a remote server
  23. 23. Operations • Project management • Communication • Security • Accounting • Online ticketing • Analytics and Business Intelligence • Human Resources • Procurement
  24. 24. Project Management Track and create projects • • To do lists • Doc storage • Schedules • Real time chat • Email integration • $99/month IMPACT DI DC
  25. 25. Communication Keep up to date instantly • • Instant messaging • Saves email • Status and availability • Solid integration with many services (for example, be notified when someone tweets about you) • Free for most orgs IMPACT DI DC
  26. 26. Security Keep pwds away from your desk •1Password • Keep all pwds in one place accessible by staff role • Credential mgmt. • User mgmt. • Pwd Generator • 1 pwd to rule them all • $2.99/month per user IMPACT DI DC
  27. 27. Accounting Automated finance • • Accounts Receivable • Credit card/bank integration • Payroll mgmt. • Purchase orders • Tax mgmt. • $25/month IMPACT DI DC
  28. 28. Online Ticketing – Performing Arts • In-house ticketing / printing 22% of respondents. • No other ticketing system was selected by 10% of respondents: • Tuxedo (9%), • Eventbrite (9%), • Ticketmaster (6%), • Boxxo (6%), • Réseau Ovation (5%), • Ticketpro (5%), • Theatre Manager (5%), • TixHub (4%), • Ticketfly (3%), • LePointdeVente (3%), • etixnow (3%),
  29. 29. Analytics and Business Intelligence Dashboards blend metrics for better decisions • • Visualize multiple metrics in one place • Finance, Social media, web analytics, member growth • Blend data from different sources • Create complex reports • $29/month or free IMPACT & EFFORT DI DC
  30. 30. Human Resources Onboarding and more • • Recruit and assess candidates • Employee database • Onboarding • Time off mgmt. • $6.19 per employee IMPACT & EFFORT DI DC
  31. 31. Procurement Control spending and purchase orders • • Purchasing • Receiving • Invoice matching • Reports • $9/user IMPACT DI DC
  32. 32. Other great tools •Google Analytics – should be using for any web property • / GotoMeeting / Zoom – communication tools for conference calls and video meetings •Expensify – tracking your expenses digitally •Doodle – plan meetings with multiple people at once (polling a large number of people) •Canva – create great looking diagrams and infographics •Asana – a more complex tool to track tasks and projects •Trello – another way to organize using cards
  33. 33. Development and Fundraising • Charitable donations • Campaign platforms • Constituent Relationship Managers
  34. 34. Charitable Donations Free you from Tax receipt drudgery • • Issue tax receipts • Customizable Forms • Crowdfunding and peer-to-peer • Ticketed events • Donor mgmt and reporting • Transaction fee of 2.0 - 4.9% (depending on the service) IMPACT DI DC
  35. 35. Campaign Platforms Create campaigns to drive action or pledges •ActionNetwork.ORG • Email segmentation • A/B testing, personalization • Ladders of engagement • Analytics and reporting • Digital mobilization • Petitions • Letter campaigns • Fundraisers • Events IMPACT DI DC
  36. 36. CRMs… • It is an embodiment of the 1:1 philosophy of marketing • CRM stands for Customer Relationship Manager • Read Customer as “audience member”, “client”, “supporter” etc. • Perhaps a better label is Constituent Relationship Manager • It is usually a digital approach using Software as a Service (SaaS) or, in other words, online software that you license monthly
  37. 37. “We are a performing arts organization that produces 4-6 shows a year and currently send an email newsletter with Mailchimp and use Eventbrite for tickets. We track donors and sponsors using Excel. We’re looking for a more integrated approach to how we can handle this.” - Adele, Arts Organization
  38. 38. With a CRM More donations! Board calls the big donors with a thank you. Segment into big and small (sponsors too) Then, target these members for a fundraising ask Ask them to become members with email outreach Info added to the backend database Adele’s team can sell tickets to events directly Here’s what could happen within one CRM.
  39. 39. POV of the audience Anne buys a ticket online from the CRM Email show reminder goes out Her info is stored in the CRM She is checked in at show on mobile Anne signs up as a member Later, Anne gets an email inviting her to be a member Staff send an email to members asking for a donation Anna donates! Anne signs up again and buys for the season. Next season, reminder email for membership
  40. 40. Image copyright VirtuousCRM
  41. 41. How to choose a CRM that works best for you.
  42. 42. Are you ready? •Do you keep your members in an Excel spreadsheet? •Do you know what’s important to your constituents? •Do you communicate with them digitally already? •Are your staff ready for real, system-wide change? •If your box office manager left, would you be hooped? (I mean you would be, but would all the knowledge walk out the door?) •Does your staff take to training? Would they follow rules easily?
  43. 43. Criteria for a CRM • Functionality - Will it do what you need? • Product Maturity - How long has it been in use? How many customers? • Process Automation - Does it have tools to help manage workflows, emails, etc? • Reporting - Will it provide you with the right data for decisions? • Customization - Can you customize for your org? • Interoperability - Does it play well with others? Gmail, Mailchimp, etc • Available Expertise - Who can help us that might be local or volunteer? • Self Hosted / Cloud? - Where is the data? Who maintains the system? • Support - Technical support is key. 24/7? Email only or phone?
  44. 44. See’s CRM Criteria for the arts https://www.techsoupcanad Evaluation_Criteria.xls
  45. 45. CRM Examples – Performing Arts
  46. 46. Gold standard for orgs >$2M • Super flexible and robust • Keep up to commercial expectations – like what ticketmaster offers • Safeguards privacy and data • Very easily administer seasons • Consortium happy with it • Development view is member-driven • Member run - use it to develop - biz model • Karen Ainey - web and software application manager, Royal and Macpherson • Database that handles ticketing, fundraising, memberships, customer relationship management, and more for arts and entertainment • $ needed to do implementation, training $150k, 25k-50k yr • Non-profit structure, built by Met Opera and partners • Has a consortium model (can get group to buy a license)
  47. 47. Features • Pricing based on per ticket so no monthly or annual $ • Arts People (formerly Ticket Turtle) is a cloud-based ticketing, fundraising, CRM & patron data management system developed exclusively for the performing arts. • Patrons may purchase tickets, subscriptions, passes, gift certificates, memberships, classes & passes online or from your box office. • Highly flexible pricing & database tools integrate with ticketing for marketing, reporting, mailings. Priced for non-profits. • “Good system but ticketing needs work” • Kokoro Dance
  48. 48. • “Theatre Manager provides all the necessary controls to track patrons, sell and print tickets, record and manage donations, volunteers, build & maintain mailing lists, and assist with most of the administrative tasks that you will ever do.” • Not fantastic as a CRM, but good as a database and ticket system • Donor - segmentation - little bit of finessing • Giving capacity - patron category - prospects, cultivation • Self-hosted with database on our own servers • Good underlying base system • used for ticket purchases • Mail chimp for the construction • Yearly license - $3k + initial setup • Good support and quick turnaround • Box office, development and front-of-house • Training is quick – Ian Gibson, Audience Services Manager, Belfry Theatre
  49. 49. • ss Cloud-based, tickets, fundraising and some marketing features. Image copyright
  50. 50.
  51. 51. PatronManager PatronManager is built on the Salesforce platform - has lots of great features, but they've got more pricey, and really now is only worth the money if you run your own theatre or museum with a busy box office and a robust subscription/membership program. Caroline Renard, Arts Consultant
  52. 52. Particular considerations for digital arts services If you are an Arts Service Organization or are about to custom develop a new information system, application or platform
  53. 53. Final advice from Not-for-profits from your peers… • Ask yourself “What do I hate doing?” and find out how to do that with your CRM. • Be careful what consultant you hire - a good consultant can be incredibly helpful, a bad consultant can really set you back • Getting your CRM set up with all your different processes will likely take much longer than you think, especially if you need customization. • Free usually isn’t free • Learn the system! • Everyone has to be on board to make it work
  54. 54. Integrating across organizations Arts Service Organizations (ASOs) in particular... Should consider every previously presented aspects of digital integration within their organization + Should consider digital integration across organizations to foster data sharing and reuse.
  55. 55. Important development questions If custom developing a new information system or application, you must adopt both an analog and a digital mindset to consider these key questions. Analog Mindset Digital Mindset What data do we need to capture/store/retrieve/use? Who else might have a need for the same data? Build our own ad hoc data model? Reuse an existing data model? What data do we need to protect? What data can we share under open license? Tabular/relational database? Graph database? Centralized database? Distributed database?
  56. 56. #NPTech* Resources • • • • *the Hashtag for Non-profit Tech is #nptech
  57. 57. With thanks to the Linked Digital Future collaborators and funding partners

Want to use online tools to streamline efficiencies and allow you more time to do the things you love? Come learn about increasing your organization’s digital culture and digital intensity. You can learn how your org can become more digitally integrated with tons of examples of real tools that you can use right-away. Come with questions! This presentation was developed and delivered as part of the linked digital future initiative. For more information, visit:


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