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Jai Djwa — Technology planning and change management

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Jai Djwa founder Strategist and Creative Technologist at Agentic Digital Media. Jai advises medium to large social change organizations on their digital ecology.

The technology planning process can be overwhelming, especially for those without any technical background. Where do you start? How do you implement the tools and keep volunteers, staff and donors up to date?

This video was recorded on March 4 2020 for NetSquared Vancouver. It's an interactive workshop with industry experts to get your questions answered.

https://www.meetup.com/net2van/events/267074343/

Jai Djwa founder Strategist and Creative Technologist at Agentic Digital Media. Jai advises medium to large social change organizations on their digital ecology.

The technology planning process can be overwhelming, especially for those without any technical background. Where do you start? How do you implement the tools and keep volunteers, staff and donors up to date?

This video was recorded on March 4 2020 for NetSquared Vancouver. It's an interactive workshop with industry experts to get your questions answered.

https://www.meetup.com/net2van/events/267074343/

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Jai Djwa — Technology planning and change management

  1. 1. Digitally Integrated Organizations Or how transforming your systems can help you become more efficient, build constituents, and save you money!
  2. 2. Grateful to be a visitor and live and work on unceded territory of the sḵwx̱wú7mesh (Squamish), sel̓íl̓witulh (Tsleil-Waututh), and xʷməθkʷəy̓əm (Musqueam) nations.
  3. 3. Jai Djwa • Principal of Agentic Digital Media • 25+ years in digital strategy • Creative Technologist working with social change and arts organizations • Teach design/UX at ECUAD, Capilano IDEA School of Design and UBC Sauder Business • National Digital Transformation Coach • Vancouver Fringe Board Member • BC Arts Council Board Member
  4. 4. Jargon Giraffe thx to:
  5. 5. 5 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 getting board-level buy- in for digital Arts BC DigistARTS 81% of Organizations DO NOT have a digital strategy.
  6. 6. The rapid and unpredictable rise of online technologies, has irrevocably changed how constituents behave. In order to brave this new world, we need to understand and adopt new models of thinking and strategies to build, sustain and grow our organizations.
  7. 7. So what’s the new model?
  8. 8. Digitally Integrated Organizations
  9. 9. Digitally Integrated Organizations • Fundamentally uses digital technology • Has an innovative culture to manage change • Performs core operations with digital tools • Efficiently interacts with users, partners and vendors • Integrates across IT systems. • Can deliver a digital user- centred experience • Collects, transforms, shares and uses data to make decisions.
  10. 10. So how do we measure this?
  11. 11. Digital Maturity Assessment: Two Measurements We Use Digital Intensity measures the use of digital technologies. Digital Culture measures the ability to implement change.
  12. 12. Digital Maturity Assessment Matrix Techno-Shy Integrated Emerging Technocentric DigitalCulture Digital Intensity
  13. 13. “Digital transformation is not about technology. It is about STRATEGY, LEADERSHIP, and new ways of THINKING.” - David Rogers, Researcher, Author “The Digital Transformation Playbook”
  14. 14. 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
  15. 15. NP Organizational Structure Programs Fund- raising Opera- tions Engage- ment • Programs – the doing of the thing (advocacy, delivery) • Engagement – marketing and promotion, dissemination • Operations – back of house, admin and governance • Fundraising – Development and Donor stewardship
  16. 16. Programs • Leverage tools to empower staff • Collaboration online is easier • Use online intake for grants, programs, etc. • Share website maintenance • Dashboards and KPIs • Member management
  17. 17. Operations • Project management allows shared accountability • Communication tools build internal coms • Security handling like passwords • Accounting online for quicker decisions • Online ticketing • Analytics and Business Intelligence • Human Resources • Procurement can be automated
  18. 18. Engagement • Social media managers for scheduling and analytics • Campaign platforms help build • Constituent Relationship Managers • Search engine optimization and marketing • Structured data is important!!
  19. 19. Development and Fundraising • Charitable donations • Constituent Relationship Managers • Segmentation • Donor stewardship • Online donor campaigns – peer to peer etc
  20. 20. One more thing!
  21. 21. Interoperability Discoverability Digital transformationCollaboration https://linkeddigitalfuture.ca Research Digital Literacy
  22. 22. We will be recruiting arts orgs this year to participate in our 2nd year of our Digital Navigation Program (free coaching on digital integration). We will also be recruiting for new performing arts orgs to submit their event data for open data https://linkeddigitalfuture.ca
  23. 23. #NPTech* Resources • https://www.idealware.org • https://www.nten.org • https://www.techsoupcanada.ca • https://www.capterra.com/ *the Hashtag for Non-profit Tech is #nptech
  24. 24. With thanks to the Linked Digital Future collaborators and funding partners Contact me at Jai@agentic.ca

Editor's Notes

  • Digitally mature organizations have An alignment of culture, people, structure, tasks, and company strategy
    around the challenges of a constantly changing digital landscape
    rapidly being able to address new opportunities
    to connect and engage with audiences, wherever they are

    Strong culture that is ready to adopt digital technologies.
    A clear vision on the use of technology and an action plan in place, and well communicated to employees.
    Leadership supports change and invests in employee training.
    Employees are involved in the decision-making and a culture of collaboration and innovation exists.
  • Digital intensity factors include:
    the use of digital tools to interact with customers, partners or suppliers
    the collection and use of data to make decisions
    the digitization and integration of business processes
    Digital Culture factors include:
    a strong digital strategy and vision
    support from leaders
    appropriate planning
    establishing an environment that rewards risk taking and collaboration
    a focus on training and continuous learning

  • Digital intensity measures the use of digital technologies

    Digital culture measures the ability to implement change
  • Digitally mature organizations have An alignment of culture, people, structure, tasks, and company strategy
    around the challenges of a constantly changing digital landscape
    rapidly being able to address new opportunities
    to connect and engage with audiences, wherever they are
  • The Linked Digital Future initiative is led by CAPACOA – the Canadian Arts Presenting Association, in collaboration with:
    Culture Creates
    RIDEAU
    Bern University of Applied Sciences
    BC Alliance for Arts and Culture
    Mass Culture
    Atlantic Presenters Association

    The Linked Digital Future initiative is made possible thanks to funding from the Government of Canada and the Canada Council for the Arts.
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