Web strategy in real life


Published on

J. Boye Aarhus 09 conference presentation by Caroline Coetzee, Online Communications Manager, Cambridge University Hospitals NHS Foundation Trust (CUH)

Audiences often leaves conferences with a feeling that most of the ideas would not work in their organisations – so why do we keep going? In this session, Caroline will reflect on the real-life experiences of someone who has been inspired many times and not always been able to achieve all the great results that the gurus promise, but nevertheless made progress:

What happened when I decided to effect a major change in the organization I worked for at the end of 2007
How easy is it really to get management’s ear in a big, conservative organization?
The realities and potential pitfalls of bringing your work to the attention of more powerful managers than your own
The compromises you can end up making, whether these are worthwhile and where do you draw the line
Whether it is really you who needs a seat at the table – and if not you, then who?
Why it’s worth doing
And, I guess – why I still attend conferences!

Published in: Education, Business, Spiritual
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Web strategy in real life

  1. 1. What happens next…Caroline Coetzee
  2. 2. What happens when we all go home?• We’ve heard brilliant talks and attended excellenttutorials• Some practical• Some inspiring• We’ve listened to the strategy gurus• What now?
  3. 3. Listening to the gurus
  4. 4. The guru• A guru (Sanskrit: गुर) is one who is regarded as havinggreat knowledge, wisdom and authority in a certain area,and who uses it to guide others.• As a principle for the development of consciousness itleads the creation from unreality to reality, from thedarkness of ignorance to the light of knowledge.• Some Gurus ask for unquestioning obedience, but full trustof the disciple is only justified, when the Guru can see Godat any time he so desires.
  5. 5. The web managerThis isn’t about the well funded web manager withorganisational buy in and a large enough team!
  6. 6. The web manager• May work in the public sector / NGO• And / or manages an intranet• May never have had much in the way of resources• And / or has seen investment for projects, but nosignificant programme budget• Is competing for money against equally worthwhileprojects elsewhere
  7. 7. What have our gurus asked of us?• Lead, damn it• Expand your mandate• You may want to reconsider what it is you aretrying to achieve• Are you whining?• Change your manager if you need to• It’s your job to *manage* everything• Get it right and you could have a seat at the table
  8. 8. How do we feel?
  9. 9. Why?• What you hear in the breaks at every conferenceThat’s allvery well,but it wouldnever workfor meEverybody here isable to achievethings impossiblein my organisationMy managerwould never gofor thatThese people justdon’t live in thereal world.
  10. 10. Even if you’re positive…Daily GrindNOROVIRUSSwine flu
  11. 11. All too often it all gets lost
  12. 12. What if you decide to act• CMF 2007• Made a conscious decision not to lose it
  13. 13. Acting quickly• On the Friday morning – created a presentation• On the Monday morning – presented it• No new ideas (for me)• Just things I had been nervous about putting onthe table• But I was feeling inspired• This passed through to my manager
  14. 14. The consequence• A business case to do things better• A huge amount of work– Managing consultants– Amassing evidence– Trying to prove ROI– Writing the case– Lobbying– Finding allies and champions
  15. 15. Oh, by the way, this stuff hasn’t gone awayDaily GrindNOROVIRUSSwine flu
  16. 16. What does it take?• Your ideas in place …• … and in line with organisational strategy• You need:– Patience– Persistence– Pragmatism– Politics• Commitment
  17. 17. A quick return to the web manager• How well equipped are we?• Many web managers ‘fell into’ our roles• You may not have created strategy before• Some are uncomfortable with politics• Or prefer to keep a low profile• This can move you way out of your comfort zone –even if you don’t mind putting yourself on the line• The trouble is – there really is nobody but you…
  18. 18. And the gurus• Lead dammit• Expand your mandate• It’s your job to *manage* everything• But doing nothing is not an option
  19. 19. And the gurus• Change your manager if you need to– This may or may not be possible– Or desirable– Credibility issue• You do need to be aligned with the right managers
  20. 20. And the gurus• Get it right and you could have a seat at the table– Are you really the right person? Literally…– I’m not!– Hospital hierarchy - I am not the best person– Nor is my manager (who sits at the table)– We need the senior medics to be our voice– That’s my seat at the table
  21. 21. Back to the story – what happened next• Business case took nine months to reach theboard…• …who sat on it without saying yes or no• The credit crunch hit• The organisational structure changed – and with itthe investment process• Looks like a story with no happy ending
  22. 22. But…• Eighteen months of being noisy have raisedawareness• The intranet has become indispensable• The public website and GP extranet too(but less strategic)• Departments are starting to demand action• We have the backing of the CEO
  23. 23. Moving forward with pragmatism• The big story is still there• Departmental projects with local budget• Aligned with web and departmental strategy• Useful to patients or the hospital• And hopefully will prove our point• None of this would have happened without the firstleap into the unknown
  24. 24. A final return to the gurus• The daily grind means we need inspiration• As important as ‘great knowledge, wisdom andauthority’• We need to pick the bits that will ‘lead us fromunreality to reality’• This may be what makes conferences worthwhile