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Networking your institution dc june 2013

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Networking your institution dc june 2013

  1. 1. Networking your NGOfor the Citizen AgeWashington, DCJune 2013
  2. 2. Who is this guy?About CommunicopiaAbout usWe are a boutique digital consultancy working globallyfor change. We lead transformational digital projectsthat help social mission organizations increase theirimpact & effectiveness in a networked world.Our clientsInclude Human Rights Watch, NRDC, Tar SandsSolutions Network, UN Foundation, The Elders, & theTckTckTck global climate campaign. We also foundedthe Web of Change community.
  3. 3. We live in times ofmassive systems changeThe web & networks arecreating new models
  4. 4. Audiences have tuned out
  5. 5. Faith in institutions is at all time low
  6. 6. Complex world. People see connections
  7. 7. They expect more. Want to give more.
  8. 8. Rapid growth of networked orgs
  9. 9. Rise of “free agent” changemakers
  10. 10. The web has changed advocacy
  11. 11. Initial web = publishing
  12. 12. Networked web = conversations
  13. 13. The web past & presentTraditional Web Today’s Web• Knowledgeshare via textPublishing• Drive traffichomeMy Site• Email list• Site trafficGrow Base• Asks: send$ or “form email”SimpleAdvocacyStorytellingMeet WhereThey AreSocial +DistributedMeaningfulParticipation
  14. 14. Most institutions lack thepeople, structure, & culture tolead in this new world
  15. 15. Everyone a campaigner
  16. 16. 25 Mill
  17. 17. • MOBILISATION STRATEGY AND DESIGN :: creative and collaborative workshopswith multidisciplinary teams• ASSESSMENTS AND REVIEW :: evaluating past performance to inform futuremobilisation efforts• DATA ANALYSIS AND RESEARCH :: building a culture of data-driven campaigning,designing tests with campaigns and offices, and setting up controlled experiments tooptimize and improve performance• TRAINING AND PEER LEARNING :: skill-building, knowledge sharing, and networkbuilding• STORYTELLING AND KNOWLEDGE TRANSFER :: sharing innovations, lessonslearned, fail stories, and emerging best practices• STAFFING SUPPORT :: advising on staffing structures, integration efforts, andhands-on support with talent recruitment and hiring• INNOVATION INCUBATION :: piloting new ways of working, from practices totechnologies• SYSTEMS CHANGE :: advising global organisation, campaign teams, andnational/regional offices on new ways of working
  18. 18. 4 Models+A Digital Team DevelopmentalFramework
  19. 19. Digital Team DevelopmentFoundation Optimized IntegratedLowperformingHighperformingA framework to understand digital evolutionInformalCentralized orIndependentHybridGoal Online Presence Acquisition & Retention InnovationKey Activity Publishing Managing EngagingCulture Reactive Strategic Transformative
  20. 20. Foundation Teams26
  21. 21. Foundation Teams27You are probably at this level if you…• Are not focused on digital as a core competency, or have just startedto look at it more closely• Have one or two junior staff working on digital who are likelyoverwhelmed, reactive, and in a tactical support mode• Primary focus is publishing: basic digital content on a schedule orin reaction to internal demands, with little time to curate, connect, orpromote key content• Have basic but limited website + technology in place• Are not actively driving traffic to campaigns or fundraising
  22. 22. Optimized Teams28
  23. 23. Optimized Teams29You are probably at this level if you…• Have a digital director who provides some leadership• Have a centralized or independent digital team(s), supported byreliable contractors and partners• Have a stable website and core technology framework• Have a growing or flat constituency and fundraising base• Manage an outbound marketing plan, track sophisticated metrics,and know what is producing the best results• Are focused on refining and optimizing digital activity in order togrow & retain supporters• Are able to respond well to changing external conditions
  24. 24. Integrated Teams30
  25. 25. Integrated Teams (are very rare!)31You are only at this level if you…• Are good at optimizing and maintain your lead here• Have excellent technology that is agile and adaptive• Have a high level organizational strategy (ie focus)• Use digital channels strategically to build community andrelationships with supporters at all touchpoints• Digital is integrated w/program, comms, fundraising• Have a team focused on some core digital services but as muchon supporting and enabling others to lead• Are focused on continuous learning and innovation of the wholeinstitution rather than pure departmental goals
  26. 26. Networked Nonprofits
  27. 27. A term coined by Beth Kanter and Allison FineNetworked NonprofitsSimple & Transparent OrgsNetworked nonprofits are easy for outsiders to getin and insiders to get out. They engage people toshape and share their work.They work differently than other orgs. Theyengage in conversations with people beyond theirwalls to build relationships that spread their workthrough the network. Relationship building is acore responsibility of staff. They are allcomfortable using social media to encourage twoway communications between people.
  28. 28. Networked NonprofitsBeth’s Three Attributes:Social culture. Transparency. Simplicity.Other attributes:•Smaller budget, less reliant on staff-driven model•Focus on doing a few things well•Hold back resources to jump on big, emergent opportunities•Project based structures focused on outcomes•Staff are ambidextrous + sometimes younger (Millennials)•Listen well. Many are actually member-driven•No barriers between “online” and “real world” workInstitutions born after the Internet
  29. 29. How are they different?
  30. 30. Driven by policy, run by experts, focused on elitesTraditional NonprofitsCreate & promote policy solutionsFind the right policy answers. Run many long termcampaigns promoting or defending them.Expert based cultureProgram / policy professionals drive the ship. The“real work” of the institution. Senior leaders wereoften experts previously, not managers.“Grass-tops” audiencesCommunications & campaigns typically targeted atsenior decision makers or media.Policy
  31. 31. Traditional Nonprofits•Very silo’d structures: departments compete forresources, disincentives to collaborate•Hierarchical, top down cultures: young/web ppl not asked•Gap between what supporters are interested in (cause) and mostorganizational comms work (policy) is very wide•Small donor fundraising drives “regular people” work & ownssupporter lists. Sometimes even runs parallel programs•Typically very protective of & conservative with brand•Incentive to always promote their own experts/reports/wins, actingsomewhat narcissistically•Often work in isolation, or in cumbersome coalitionsAdditional attributes
  32. 32. Online is a faux grassroots strategy
  33. 33. NGO’s struggle with digitalOnline is separate: Run within one silo, it has metrics focused on listgrowth, struggles to keep up with publishing demands, much lessdrive new outreach models based on engagement.Other challenges:•Online lives in communications, driven by content needs•Communications is under-invested in across the sector•Dept that does “real world” is separate from “online”•Culturally, leadership built careers being experts, being perfect, beingprofessional, being the best, having controlIt’s not about building a big list
  34. 34. Network orgs are built arounda highengagement model
  35. 35. People lie at the core of their Theory of ChangeNetwork OrgsSocial cultureCo-create or improve solutions along with partners &people outside their walls.Transparent modelOpenly share theory of change. Comfortable withemergence, testing, & learning in public.Simple focusA clear goal and limited program areas. Also strongerinvestment in comms, messaging, UX.People
  36. 36. The model suits our timesMaps directly to web values: Transparency. More conversational style.Meet people on their terms. Enable self-organizing systems. Offermeaningful participation.Other benefits:•Complex world, difficult issues take many players•Can stretch fewer resources a long way•Engages talents locked up in our communities•Can turn on a dime; focus big attention on opportunities•Innovation doesn’t always come from experts; front linesAn adaptive model for a rapidly changing world
  37. 37. Greenpeace MobilizationIntegration Toolkit
  38. 38. http://www.mobilisationlab.org/integration-toolkit
  39. 39. Innovations in people-powered campaigning anddigital mobilisation from around the world.Signup for dispatches:MobilisationLab.orgJoin campaigners from 350.org,ActionAid, Oxfam, Red Cross,Save the Children and otherleading organisations.@MobilisationLab
  40. 40. Digital Team DevelopmentFoundation Optimized IntegratedLowperformingHighperformingA framework to understand digital evolutionInformalCentralized orIndependentHybrid
  41. 41. WITNESS
  42. 42. Continue the conversationCommunicopiaCommunicopia.com@communicopia@mogusmovesjason@communicopia.comHow to get in touch with usMob Lab @GreenpeaceMobilisationLab.org@mobilisationlab@silbatronmichael.silberman@greenpeace.orgThanks to our co-sponsors
  43. 43. This is not about technology.It’s about relationships.

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