4) Placing a digital platform at the heart of organisational change with Oxfam - Emerging Digital Trends & Opportunities for Charities’
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Louis shares his experiences in helping Oxfam implement a significant business-changing platform over the course of 18 months, touching on everything from managing stakeholder relationships, optimising donation funnels through complex commerce and CRM integrations.
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4) Placing a digital platform at the heart of organisational change with Oxfam - Emerging Digital Trends & Opportunities for Charities’
- 1. Bottom Up Change Placing a digital platform at the heart of organisational change within Oxfam
- 4. Appointed as Oxfam’s digital partner in 2010 1. Complete User Experience overhaul Information architecture and content re-structure Complete re-design Fully validated with end user testing 2. Implementation of new Sitecore CMS Platform Integration with existing and new service providers Replacing all existing Oxfam GB platforms and websites Code & Oxfam GB
- 5. What drove the need for change? What challenges were Oxfam facing?
- 6. Oxfam’s challenge Diversity of audiences Size and fragmentation of existing web-presence Scale of organisation Technology integration Development process & operational change
- 7. Digital vision We will be the leaders in using digital to amplify poor people’s voices, to create change and to enable our supporters to play a role in that change. Cash • Shop revenues • Increased donations Connection • Increased customer engagement • New and deeper ways of interacting Capability • Tools & technology • Efficiency and consistency • Agile mindset
- 8. Hand built HTML pages (approx. 20,000!) Content spread across 80 microsites No central integration No sharing or re-use Knowledge, ownership and management spread across organisation silos Replacing…
- 9. What did we build? Multiple audiences & needs. One brand experience
- 10. How change? 10 ways we initiated ‘bottom up’ change
- 13. Business impact Speed to market and value driven Reaction to change Business involvement Team dynamics
- 14. Process implications New ‘iterative’ methodologies Leaner documentation process Continuous planning Radically different management, tools and reporting Improvement ‘baked’ into the process
- 15. Technology innovations ‘Quality’ focus, lower cost of ownership Continuous testing Automation throughout Iterative, frequent releases
- 19. 3 days of ideation BRIEF GOALOPEN EXPLORE CLOSE Set the stage Information Ideas Examine Explore Experiment Conclusions Decisions Actions
- 21. User-centred design approach Identify audience segments and understand their behaviours Map their interaction with the organisation and their ‘customer journey’ Validate thinking with real users …to achieve your business goals
- 22. How we started 600+ Business requirements 16 weeks Customer journeys & wireframes 24 hrs Stakeholder interviews 1800 hours Design & prototyping 3 days Idea generation 79 Prototype pages tested 91 users In user testing 15 stakeholders In user testing Stakeholder and end user engagement throughout
- 23. User personas
- 24. User Journeys & Persuasion
- 25. Card sorting & tree testing
- 26. User testing each iteration
- 28. Content Management & Content Delivery Social Media eCRM eCommerce Analytics Document Management CRM Advocacy Recruitment Community Integrated
- 30. Control in the hands of editors Harnessing the power of Sitecore’s editorial tools to empower the content team. Create once, publish to all platforms Control and flexibility when needed Autonomy and rules for ease
- 31. ? ? ? Fixed Templates Component Built Speed of editing Flexibility and control
- 32. Page editor
- 33. Components
- 45. 6. Ways of Working New collaborative methods
- 49. 7. Team Autonomy
- 51. Ownable Spaces
- 52. 2 week cycles
- 54. Daily stand-up
- 55. Retrospectives
- 57. Product Backlog Sprint Backlog Release Daily Scrum Sprint (2-4 weeks) Sprint review & Retrospective The sprint process
- 58. Backlog Requirement Requirement Requirement Vision Prioritisation Business Value Effort/Cost Sprint
- 59. 9. Test & Learn
- 60. Learn about your audience through testing Cycles of continual learning from the consumer, throughout the lifespan of the product or service. Move from a user-centred design process to making conversion- centred design decisions.
- 61. Winner 20% higher click through rate
- 62. Winner 2.5x higher CTR
- 64. A platform to grow with you Digital channels are competitive. Audiences expect more. Use all the available tools to sophisticate your efforts and gain competitive advantage.
- 65. xDB for Customer Experience data CRM Social Media Customer Support Website POS AppsxDB
- 67. Analytics
- 69. Segmentation
- 70. ContentTesting
Editor's Notes
- I’ve often spoken about our work with Oxfam, usually more focussed on the solution and detail around the UX/Design and Implementation. Today, I’m going to focus instead on what was happening behind the scenes and the reference to Bottom Up Change is really an indication on how from a web delivery perspective we brought about new approaches in how teams, process and technology could work together to deliver what was a mammoth task.
- I’m Louis Georgiou, Founder and Managing Director of Code Computerlove At the time I used to manage our UX team and in my time have acted as lead program manager on lots of key client projects. For Oxfam (reference picture) I was Code’s Product Owner and led our engagement with the Oxfam team in terms of working relationship, processes and technology implementation.
- Our largest digital transformation story. Lots digitally – some were good but very disparate and on different shaky platforms. Nothing was connected together, so learnings weren’t shared and data etc Bringing the platform up to speed, best of breed technologies. Build something once that they can use across the business Consistent branding across the piece. Big in house capability – building the tools that allowed them to do the things they want to do but giving them the latest tools to do that. An overhaul of the entire experience because from a user perspective it was one Oxfam but the organisation of the site reflected the organisation itself which was fragmented. User centred design was required. As a supported you are oblivious to the silos and I want to be treated as single.
- There are several aspects to Oxfam as an organisation that made the project a unique challenge for us. The diversity of their audience. Their audiences are extremely broad and their needs varied – ranging from the expected appeal donators, shoppers, community fundraisers, sport event participants, music lovers, festival volunteers, campaigners as well as the professional audiences such as teachers and researchers, policy makers etc. Existing web presence. For many years Oxfam have been successfully leveraging the power of digital and it has become a crucial growing channel for their fundraising and campaigning work. So digital platforms aren’t new to Oxfam. In fact, like most organisations, their online presence has grown organically over a number of years being spend sensitive, it has been bolted onto and developed past the original intention. Scale of organisation. Another challenge is the size and diverstity within the organisation. Different divisions support different audiences and split delivery responsibilities across internal divisional silos. These include, regional campaigning and fundraising teams, nationwide shops and online trading, volunteers and festival workers, as well as the actual global workers in the field. Technology integration. With each of the divisions operating in silos, the technology stack has grown across the years and become disparate and spread across the organisation. Operational change. The goal and obvious challenge was to unify the platforms and technologies across the organisation and therefore remove the gaps and inefficiencies between the silos. So this naturally became more about technology implementation but required massive internal operational change.
- At the same time, Oxfam were working on a new Digital Vision, of which the web project was a key component. SWA – supporting Digital Vision Cash - Making more money Leveraging opportunities to maximise our income and efficiencies Connection - Maintain Relevance Meeting people where they are and finding new ways of engaging Capability - Investment for Capability Ensuring that we have the systems and culture in place to allow us to amplify the voices of the poor. As digital communications and interaction grow in importance, Oxfam must be in a position to leverage opportunities Highlight the focus on capability in the business case – and in partucular the benefits to the organisation with the implementation of the CMS – speed, consistency, re-usability, delegation of control etc. Website objectives A single core idea runs through the website – to motivate more people to do more The site is intended to be a catalyst for change; a community where every single person is empowered, invited to make all manner of contributions, no matter how large or small, which collectively builds a wave that will help end global poverty. We aim to motivate and inspire visitors to do more to support the charity’s work, whether they’re visiting the site to donate, shop, campaign, fundraise or learn more. It allows the charity to offer a richer and more integrated user experience to its diverse audiences and to enable Oxfam to communicate more effectively. One of the main goals of the website was to help Oxfam to appear more relevant to its supporters lives. The site also delivers a range of benefits and cost-efficiencies to the way Oxfam does business online as well as how it manages delivery of these operations internally.
- So to set the context of the challenge, it had grown over the years to be wild beast out of control. Part of the reason for why is to look at the current state. It was a crazy mix of separate systems that weren’t properly integrated.
- As part of our first ever conversations, there was a real appetite and interest from Oxfam to adopt an agile mind-set to the project. This was something we championed early on and we helped with various stakeholder educational pieces to sell the virtue of this approach.
- Design thinking is a human-centred approach to innovation that draws from the designer's toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.
- Human-centred approach to innovation that draws from the designer's toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success. Problem solving techniques designed to illicit innovative and creative ideas to common business issues.
- Business expertise Design expertise Users’ input Best practice Research Evidence (analytics) 24 hours of stakeholder interviews 600+ business requirements (= input from you & your teams) User requirements gathering by survey, focus group & contextual interview 3 days of ideation 16 weeks of designing customer journeys and wireframing 1800 hrs of creative design & prototyping Card sorting (IA) Tree testing Competitor review Content audit 79 prototypes pages tested with 91 users and 15 stakeholders A multi-disciplinary team User research – qual & quant methods to give broadest poss data set - Group interviews (London & Bristol) -> initial stimulus & hypotheses about Oxfam’s digital audiences (3 supporter groups) - Online survey, to validate hypotheses (n=600) - 1:1 contextual interviews - perception and experience of using the Oxfam website (n=18). Desk research – supplemented by other res sources: - Mindsets research / Web analytics / Fundraising images research / Academic research
- User Personas: - Detached Youth Passive Contributor Personal Potential Filler Experience Seeker Religious Believer Fashion Female Inspired Humanitarian
- Enable the unskilled to perform their tasks and empower the more savvy to achieve their needs.
- 150,000 products from donated products across the country Approx 700 physical stores nationwide. Templates and component system extends across the show, allowing flexibility with the category & sub-category index pages All product integrated within MS commerce and merchandinsing managed through CMS Product carousels and product displays with full selection control
- 15 mins max What did I do yesterday, what will I do today, anything that might stop me achieving this.
- Key Takeaways While the Control (marginally) drove the most click throughs, revenue through this version was 10 – 20% lower than the 3 versions with costings. £25 costing (very closely followed by £75) was most successful £50 was least successful of the costings, even though this was the average amount given.
- Less than 20% of visits include a visit to the homepage. 83% of visits land deeper in the site (via link in email, social media or natural search) Only 8% of homepage clicks are on promoted content. 50% navigate off the homepage via the top nav. 75% of visitors to the homepage are new visitors Demonstrate our mission and brand 75% of visitors to the homepage are new visitors, therefore should we lead with brand messages Result Land freeze led homepage is 2.5 x more effective than the brand led homepage in driving engagement / traffic. Position of the land freeze promo is vital, wherease position of brand promo has almost no effect on CTR
- JG: We have made content testing automatic for every change you make, as well as added role based testing tools that work both for basic content authors as well as optimization experts. We have also added predictive segmentation and gamification capabilities Optimize Everything, and Do it Simply Nate Barad, Tuesday
- We are also introducing the revolutionary Path Analyzer, which provides a map of the experiences your customers have actually had, and recommends what you can get most bang for the buck by optimizing on your site.
- Starts using behaviors to indentify possible segments for future marketing/optimization
- Easy Test On Edit ‘start with test’ Show Simple Page Editor Test
- At Code we say we don’t just make things, we make better.
- We’ve delivered social and content marketing campaigns, online platform development, performance optimisation. We understand the aims and objectives. We understand the challenges, the policies, structures, activities and departmental silos. We understand the audiences, their needs and motivations.
- We’ve also a strong heritage of working with brands and businesses in traditionally competitive and commercial environments.
- A real emphasis on understanding users, their needs and goals. But an absolute necessity to in optimisation, of user journeys, media spend and on-site conversion, which become business critical and are worth hundreds of thousands in revenue.