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The Future of Connected Housing: Going Beyond Getting the Wiring Right.

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Summary of a talk given by Anne McCrossan at HACH Hse Party about the Visceral Business Connected Housing Study how to approach Digital Transformation.

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The Future of Connected Housing: Going Beyond Getting the Wiring Right.

  1. 1. The Future of Connected Housing Beyond Getting Wiring Right @Annemcx @VisceralBiz © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  2. 2. About Digital Connectivity in Housing …And what you can do with it 
 Communications, Analytics, Processes, Skills And a case study
 © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  3. 3. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com 2014 2013 2012 235 organisations analysed Digital adoption assessed by volume and growth Integrated view of
 digital business development Digital Communications Use of social media across Twitter, Facebook, LinkedIn, YouTube and Google+ by volume and growth. Online service design and delivery. What it takes to deliver digital implementation behind the scenes. How organisations are adapting their internal culture and processes and who stands out as digital leaders.
 + Networked Influence + Service Design The Connected Housing Study
  4. 4. Challenges in Housing Arrears Universal Credit The reshaping of local and national government interfaces Welfare Reform Making sure residents are adequately prepared for UC Withdrawal of funding Digital inclusion Getting as many customers as possible to embrace technology for core services Encouraging decision-makers to take the sector seriously We still talk to each other too much How to engage with social media in a way that is productive for the business and the community. To rise from the mire of 20th Century conservatism #wrongtobuy Designing services people want to use © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com #righttobuy Source: Visceral Business Connected Housing Study 2015

  5. 5. A lack of joined-up investment in digital Suitability and integration with back office systems Managing the proliferation of digital media platforms Gaining the attention and engagement of specific audiences across the organisation The reliance on just a few people to make it happen Developing mobile working for the future Sustaining continued buy-in from colleagues Getting buy-in across all areas of the organisation to embrace social networks in the workplace and to see its value. There has to be a clear purpose to gain buy-in. Staff digital inclusion has been a surprising barrier. We have been working hard to overcome this Getting the right data about our residents A disjoint between senior management’s desire to go digital and resistance from operational staff to remain the same What UK Housing is grappling with © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Source: Visceral Business Connected Housing Study 2015

  6. 6. Is the door being shut on social housing? © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  7. 7. Digital transformation © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  8. 8. The ‘Future Five’ © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com 1. The Internet of Things (IOT) 
 - Objects, animals or people that are connected to the internet 2. Cloud
 - Information storage, software and linked data, on-demand 3. Computing Everywhere 
 - Hand held devices and wearable becoming key computers
 4. Invisible Analytics 
 - Embedding analytics into devices to get data quicker and faster 5. 3D Printing
 - ‘Maker’ solutions
  9. 9. © 2015 Visceral Business Ltd. www.visceralbusiness.com The Wheel of Disruption Home Organisation People Community Source: Brian Solis Wheel of Disruption,
 Agile Elephant and Visceral Business.
  10. 10. Elements of a Digital Business © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  11. 11. But here’s the thing… © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  12. 12. Data Intelligence Is Revealing New Business Insights © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  13. 13. How much do UK Housing organisations spend on tech per resident? © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Data Intelligence Is Revealing New Business Insights
  14. 14. The #Selfservice study © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com What percentage of your existing customers are online? Source: Yorkshire Housing
  15. 15. What percentage of your existing customers are online? Source: Yorkshire Housing © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com How many
 homes does your organisation manage? The #Selfservice study
  16. 16. The #Selfservice study More than 30% of Housing organisations don’t know how many of their residents are online at all. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  17. 17. How do you promote your customer accounts online? Source: Yorkshire Housing © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com The #Selfservice study
  18. 18. 1 Website Letter Online portal/ community Telephone Email Social Media EventsText/SMS In personNewsletter Other 2 3 45 6 78 9 10 11 How Housing associations ranked resident engagement across channels in terms of levels of contact in 2014. Service Design in 2014: Mapping Channels of Engagement © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.comSource: Connected Housing Study 2015
  19. 19. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Connected Housing 2014 - What We’ve Seen Overall Branding is a contact sport Different elements of interactivity should not be seen in isolation Digital is end to end Digital transformation creates data-defined processes The digital skills gap is housing’s biggest liability
  20. 20. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com The Future of Connected Housing
  21. 21. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com • Different speeds towards digital
 - Business as data hubs
 - Digital bolted-on not baked in - linear thinking, poor inter-departmental efficiency
 - Conventional broadcast communications prevail online
 - Digital denial
 • Different approaches
 - Tech-driven
 - Data-driven
 - Connected services
 - Governance • Challenges
 - Lack of familiarity with digital business thinking - fortunately this can be addressed!
 - Cultural fear of accelerated change
 - A ‘Not invented here’ approach, divisionalised initiative and ownership outweighs integration
 Connected Housing 2014 - What we’ve seen overall Source: Connected Housing Study 2015
  22. 22. www.visceralbusiness.com© 2015 Visceral Business Ltd. About Digital Transformation
  23. 23. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com £Value Development What happened? Descriptive analytics Why did it happen? Diagnostic analytics What will happen? Predictive analytics Prescriptive analytics How can we make it happen? Foresight Insight Hindsight Understanding The Issues Better Using Data
  24. 24. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com The management challenge
  25. 25. Straightforward Utility Interactions Equation Measure all things © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Communications Content Media Management Stakeholder network Measuring Digital Communications Success
  26. 26. © 2015 Visceral Business Ltd. www.visceralbusiness.com No-one needs to redesign these because they work. How much money is being spent on different approaches to digital in Housing? Measuring Digital Operational Success
  27. 27. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Measuring Digital Operational Success Tom Cruise can’t understand it. He says for Social Housing to do the impossible and secure its future it needs to look at Elon Musk…
  28. 28. Elon Musk asked himself ‘What will most affect the future of humanity?’ He came up with five answers: • Space exploration and colonization • Sustainable energy • The internet • Artificial intelligence • The ability to reprogram the human
 genetic code, or genome. The Future of Social Housing
  29. 29. Elon Musk asked himself ‘What will most affect the future of humanity?’ He came up with five answers: • Space exploration and colonization • Sustainable energy • The internet • Artificial intelligence • The ability to reprogram the human
 genetic code, or genome. Designing a better battery through open source thinking
  30. 30. www.visceralbusiness.com© 2015 Visceral Business Ltd. About Digital Transformation Digital Business Modelling
  31. 31. Social Platforms Volume Growth *Top 100 Rankings
 Facebook Likes Twitter Follows LinkedIn Follows YouTube Views Google+ Views www.visceralbusiness.com© 2015 Visceral Business Ltd. 2014 Rankings - Helena Partnership Volume of Units Ranking Ratio Housing to Social Engagement Ranking Brand impact Position
 *Rank Navigation, ease of read, 
 visual coherence, personality
 experience design, tone of voice and engagement. Digital Impact Position *Rank
 Ratio on LinkedIn of Employees to Followers. Overall Ranking in 2013 Overall Ranking in 2012 2014 Ranking Overall Service Design Ranking
 Online delivery of Find Homes, Pay Rent, View Account, Report Repairs, ASB, Benefits Info, Feedback and Training Website Facebook Twitter LinkedIn 11 Communications rank Service Design rank Networked Influence rank 19 7 65 6 15 38 67 71 73 66 7 63 30 30 49 50 68 49 In the last twelve months Helena Partnerships’s performance in digitalis been good, with above-average digital media engagement rates proportionate to its size. Facebook is its strongest social media platform, with an increase of 191% in engagement since Dec 2013, ranking it 10th overall. Website functionality has been developing too. The area which shows most scope, in terms of future development, is the underlying network capability of the organisation. With large number of staff on Twitter, for example, and nearly 700 followers on LinkedIn, developing an active networked leadership strategy in 2015 may pay dividends. Google+ YouTube Digital Business Modelling
  32. 32. www.visceralbusiness.com© 2015 Visceral Business Ltd. Helena Partnership Online Repairs Project 2014 Ranking Overall 11 Communications rank Service Design rank Networked Influence rank 19 7 65 Metrics March 2014 to March 2015 
 Total sessions on website + 138% Total unique visitors -+ 118% Mobile sessions + 160% Tablet sessions + 143% Desktop sessions + 124% Google Chrome sessions + 170% Safari sessions + 154% IE sessions + 128% Developing Digital Intelligence Helena Partnerships now holds NI Numbers for 66% of its tenant base. @nasrinfazal Iterative design Sprint based Staged releases Data enabled UI/UX Improvement
  33. 33. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Service Design in 2014: Online Service Delivery Digital Business Modelling Source: Connected Housing Study 2015 Aggregated data shows where and how services are provided to meet needs.
  34. 34. Semantic business performance. Find the data within data. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com The key to value development is being able to find data within the data. Linked data and trend data particularly are important elements of open data that enable semantic improvement.
  35. 35. © 2015 Visceral Business Ltd. www.visceralbusiness.com Why Connected Housing Going Beyond The Wiring Digital and Social inside and out Business Model innovation Systems of Engagement Design thinking 
 Open data Every organisation is different
  36. 36. © 2015 Visceral Business Ltd. www.visceralbusiness.com Why Connected Housing goes beyond the wiring
  37. 37. Case Study: Macmillan Cancer Support & The 9 Box Model © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com
  38. 38. www.visceralbusiness.com© 2015 Visceral Business Ltd. • A £190m charity today and a strong brand. • 2m people living with cancer today, rising to 4m by 2020.
 • More people living longer with cancer.
 • Charitable income under threat.
 • Stiff competition for non-profit share of wallet.
 • Squeeze on internal resources - do more with less. The Challenge
  39. 39. www.visceralbusiness.com© 2015 Visceral Business Ltd.
  40. 40. www.visceralbusiness.com© 2015 Visceral Business Ltd. Similar to Social Housing, Macmillan Is A Support Network.
  41. 41. www.visceralbusiness.com© 2015 Visceral Business Ltd. Macmillan have been successful and experienced growth because of how they have framed the business challenge. Fundamental change in the landscape Fundamental change for us to stay ahead Evolve A fundamental change in the landscape Fundamental to change to stay ahead Committed to Evolution Similar to Social Housing, Macmillan Is A Support Network.
  42. 42. www.visceralbusiness.com© 2015 Visceral Business Ltd. The Inspiration We Looked To Other Networked Organisations Like Charity Water
  43. 43. www.visceralbusiness.com© 2015 Visceral Business Ltd. The Steps We Took • Assess cultural readiness. • Board & Exec • Fundraising • Volunteering • Marketing • IT • HR • Policy • Finance • Regions • Supporters/Staff We Developed a Plan to Identify Cultural Readiness
  44. 44. www.visceralbusiness.com© 2015 Visceral Business Ltd. The Steps We Took • Assess cultural readiness. • Board & Exec • Fundraising • Volunteering • Marketing • IT • HR • Policy • Finance • Regions • Supporters/Staff We Mapped the Networked Organisation
  45. 45. www.visceralbusiness.com© 2015 Visceral Business Ltd. The Steps We Took • Assessed cultural readiness.
 • Signal of change around a ‘New 100’ years of Macmillan • Focus on enabling integrated digital performance. And We Identified The Real Strength of The Network
  46. 46. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Inspiring Millions Putting the ‘We’ into ‘We Are Macmillan’.
  47. 47. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Inspiring Millions The Challenge The Task Framing The Challenge
  48. 48. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Inspiring Millions Framing The Challenge
  49. 49. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com The User Journey - A connected network of 19m people and their companies Framing The Challenge
  50. 50. www.visceralbusiness.com© 2015 Visceral Business Ltd. Starting with needs Framing The Challenge
  51. 51. www.visceralbusiness.com© 2015 Visceral Business Ltd. Framing The Challenge Starting with needs
  52. 52. The Strategy © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Framing the Mission
  53. 53. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Connecting key points of contact Framing the Mission
  54. 54. Networked Influence and Digital Architecture © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Mapping the digital ecosystem
  55. 55. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Mapping the digital ecosystem Developing a Personalised approach to Cancer Care
  56. 56. Developing New Roles and Ways of Working © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Developing organisational capability
  57. 57. Empowering the Person © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Developing users’ capability
  58. 58. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com Developing users’ capability Empowering the Person
  59. 59. The Digital Impact © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com • £140m gross income target for 2017 set in 2011. • £190m achieved in 2014. The result
  60. 60. © 2015 Visceral Business Ltd. www.visceralbusiness.com Social housing can do this too. SUCCESS! The result
  61. 61. © 2012 Visceral Business Ltd. December 2012. © 2015 Visceral Business Ltd. www.visceralbusiness.com • Accelerated learnings • Use of data and networks • Use of digital technology and social channels • Development of online customer services and the resident experience • How Housing Associations are developing processes internally • How digital and social media is changing the business model • How digital and social technology in housing is being used to develop social capital • Who stands out as digital leaders? Understanding The Issues Better Using Data Come Be Part of The Connected Housing Study
  62. 62. © 2015 Visceral Business Ltd. www.visceralbusiness.com Come be part of Connected Housing 2015. Contact anne@visceralbusiness.com Thank you Find me at @Annemcx and @VisceralBiz

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