PM5: Digital will transform your organisation
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This document summarizes a presentation on practical tips for organizational leaders to transform their organizations through digital technology. The presentation covered defining "digital" broadly to include processes, infrastructure, culture, funding, skills and more. It emphasized putting technology at the heart of the organizational mission to improve services. Developing a culture of experimentation through rapid, iterative projects was also recommended. Finally, it discussed supporting staff to achieve the organizational mission through digital.
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PM5: Digital will transform your organisation
- 1. Drinks sponsors: DIGITAL WILL TRANSFORM YOUR ORGANISATION – PRACTICAL TIPS FOR LEADERS CHAIR: MEGAN GRIFFITH GRAY HEAD OF DIGITAL AND COMMUNICATIONS, NCVO SPEAKERS: HELENA RAVEN HEAD OF DIGITAL, NSPCC JULIE DODD DIGITAL CONSULTANT AND AUTHOR OF THE NEW REALITY Partner sponsor: Media partner:
- 2. STAND UP!
- 4. Image by medithIT / CC BY 2.0
- 5. Image by Oliver Tacke / CC BY 2.0 Image by Anthony Ryan CC BY-SA 2.0 Image by -Ant / CC BY-NC 2.0
- 6. DIGITAL
- 7. SURVIVING AND THRIVING IN A NEW REALITY JULIE DODD, DIGITAL CONSULTANT AND AUTHOR OFTHE NEW REALITY
- 8. WHAT IS THIS ‘NEW REALITY’?
- 9. It’s our rapidly changing society
- 10. And it’s also the name of report I produced last yea
- 12. 4 ASPIRATIONS…
- 13. #1 BROADENYOUR DEFINITIONS OF ‘DIGITAL’ AND ‘TECHNOLOGY’
- 14. We often talk about digital in a very narrow way Websites Email Apps Social …which limits its power to be truly transformational *
- 15. Process & Infrastructure Internal culture Funding & Budgets External services Skills £ Digital technology affects everything
- 16. #2 PUTTECHNOLOGY ATTHE HEART OFYOUR MISSION
- 17. I would find it difficult to find an area of our business where there’s not potential for technology to improve what we do" Simon Gillespie, CEO, British Heart Foundation (fromThe New Reality)
- 18. Use technology to help people “One of the six pillars of the British Red Cross corporate strategy 2015-2019 “
- 20. #3 DEVELOP A CULTURE OF EXPERIMENTATION
- 21. Test Make Learn Adopt a way of working that’s rapid, lean and iterative (you can get a lot more done)
- 22. Small, iterative projects - not an expensive big bang. Plan it, build it, launch it and learn from it in less than a year" Ed Humphrey, Director of Digital, BFI (fromThe New Reality)
- 25. #4 SUPPORT PEOPLETO ACHIEVE YOUR MISSION FORYOU
- 29. MAKING THE MOST OF THE NEW REALITY A FINAL STORY…
- 30. You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. Buckminster Fuller
- 33. If there was one thing we could change - it would be for leaders to be brave and open to this change.” Vicky Browning, Director, CharityComms “
- 34. THANKS JulieDodd julie@digitalforgood.co.uk@ Full online report available at thenewreality.info
- 35. WHAT DID YOU FIND MOST INTERESTING OR CHALLENGING? What does it mean for • your approach to leading digital? • the culture of your organisation?
- 36. DIGITAL LEADERSHIP-WHAT DOES IT REALLY MEAN? HELENA RAVEN, HEAD OF DIGITAL, NSPCC
- 37. WHAT DOES BEING A DIGITAL LEADER ACTUALLY MEAN?
- 40. Question how organisational data is managed Seek expert counsel on data strategy and not accept the status quo Support the resourcing of data teams and actively seek out new skills Always use data to inform business decisions Challenge guesswork or personal preferences Evaluate success/failure openly and honestly Support continual review and iterate based on learning WHAT MIGHT THAT LOOK LIKE? A DIGITAL LEADERWILL:
- 42. WHAT MIGHT THAT LOOK LIKE? • Ask what evidence we have about user needs • Be interested in how users already behave • Challenge internally-driven decisions • Care about making life easier for users • Understand that what people think they want isn’t always what is needed • Involve real users in product design A DIGITAL LEADERWILL:
- 44. Netaware An advice website for parents on how to keep kids safe on social media, is now a hugely successful hero product for the NSPCC Without asking the user: NSPCC experts talking to parents Social media platforms excluded from contributing Mobile app only Didn’t include children in the conversation
- 45. Netaware User-led strategy: Understood parents wanted to hear form peers and so used a peer review system Recognised that parents wanted to hear from the platforms themselves so invited to engage Knew parents wanted to know about their impact on children so asked children for their feelings Responsive website and hybrid app
- 47. WHAT MIGHT THAT LOOK LIKE? • Support the streamlining of process and procedure • Trust expertise as well as hierarchy • Encourage testing and learning • Not confuse a lack of strategy for agility; being agile means being organised! A DIGITAL LEADERWILL:
- 48. THANKS
- 49. WHAT DID YOU FIND MOST INTERESTING OR CHALLENGING? What does it mean for • your approach to leading digital? • the culture of your organisation?
- 50. QUESTIONS
- 51. FURTHER INFORMATION AND HELP • The New Reality thenewreality.info • Building a digital workforce (NCVO, free toolkit) knowhownonprofit.org/tools-resources/building-a-digital- workforce • Tech for common good (NPC, report) www.thinknpc.org/publications/tech-for-common-good • 7 tips for digital transformation (Julie Dodd for NCVO, webinar) knowhownonprofit.org/organisation/orgdev/digital- transformation • Third Sector Digital Leaders (SSE with Zoe Amar, course) www.the-sse.org/courses/third-sector-digital-leaders/ • Digital transformation and the CEO (Eduserv, Charity Comms and Acevo, report) www.eduserv.org.uk/insight/reports/Digital-transformation- and-the-CEO
- 52. THANK YOU Partner sponsor: Drinks sponsors: Media partner:
Editor's Notes
- Ask everyone to stand up Stay standing if your organisation has a team or people who manage your digital work Stay standing if your organisation has a formalised digital strategy Stay standing if you have a good knowledge of what the digital strategy is Stay standing if you feel that you own that strategy as an individual
- Digital is NOT your website
- Digital is…not a subset of ‘communications’
- Digital is how we live and how we work. Getting it right: …can transform services …can better meet (changing) user needs …can increase efficiency Organisational and digital strategy are merging into one
- I created the report because of this…
- But now let’s go back to what know about what’s happening in sector
- There are specialist digital skills – like coding or UX or content marketing There are general digital skills I was at a digital transformation conference last week – it was great, lots of good stuff – but it was all web stuff Doing things like improving email campaign successes, and getting better websites is still important and we’ve still got room to get better but it’s not enough. It’s limited - by screens the web is tied to - even with the increased mobility from these things - and lack of physicality. “it can’t replace real front line services…” If we look further than screen-based web alone – I think it can
- It’s not surprising – digital has mostly sat in comms teams in the charity world – so we got used to talking about it in those marketing and external-broadcast terms There’s a common issue in charities that perception that digital is just another department - with its own goals, rather than an enabler for all. But it’s blinkered – what about data, cloud computing, wearables
- There’s a common issue in charities that perception that digital is just another department - with its own goals, rather than an enabler for all. It sounds like the way you’re approaching your new corporate strategy has got this spot on - In looking at how you can weave technology throughout - for every department, and for all audience groups.
- This is an opportunity to really focus back on the central mission of our organisations – and question whether there are better ways to do it At the moment too often digital is on the periphery – a department within a department – treated as just another channel even though it’s trying to service a whole organisation Steve Ford from Parkinsons UK summed it neatly… On to Steve QUOTE
- And speaking of hearts… I don’t know whether it’s something to do with orgs that start with the word ‘British…’
- The British Red Cross have made the most open commitment to digital transformation
- The British Library - an unlikely contender given that it was an institution founded on paper. But it’s now one of the most advanced non-profit orgs in terms of its digital transformation and the Digital Superheroes driving the change Roly Keating the CEO of the BL no longer calls it a library. He says that the BL is now a “Data institution”. And by that definition they need to operate in fundamentally different - and digital - ways. They’ve focussed heavily on breaking down the boundaries between them as an org and the audiences the want to serve. They believe in collaboration with the public as a fundamental way to solve their challenges. That has spawned a raft of successful open projects like their Flickr Commons collection - viewed and used over 230millions times #sharemythesis project But beyond the external facing digital comms- something that I think the orgs in this room are generally very good at - they have changed the way they run their org For one thing - they’ve stopped trying to do it all themselves - and have instead developed a series of major partnerships to help deliver their data-focused mission. This includes becoming the home for the Alan Turing Institute - a massive open data source where the libraries curators and researchers will be working hand in hand with some of the best data scientists in the country They’re also home to FutureLearn - the Open University’s MOOC platform startup (and my other favorite DT example) - helping them understand how to achieve their core purpose around the future of Education for all They’ve changed the way they work internally at the library - starting with a new People strategy that publicly sets a target that all staff and volunteers xx are seen to “listen, innovate and adapt to a changing world" and that they all “put users at the heart of everything they do" This combination of very publicly announced strategy, internal policy and practical action. But digital doesn’t sit in one place or in one single team - it’s truly across their organization So I asked Roly how they’d managed to take their staff on this journey and move so far so fast. He told me that he thought it was the nature of staff at the library - Curiosity and that those that were doubters became convinced by the evidence emerging from the start-small trials they did when they kicked off their change strategy It doesn’t mean that they’ve stopped caring or managing the physical archives that they are custodians of. But it changes their future. It affects the decisions they make, the people they employ, the way that the culture works
- The pace of change being driven by technology is rapid – and not only that – it’s increasing You only need to look at the list of FTSE top 100 companies now in comparison to 5 years ago to see how rapidly tech is becoming relevant – even dominant in our lives We can worry about it OR we can learn to keep up with a fast pace of change by developing a working culture that is comfortable and adapted to experimentation… Charities are known for being somewhat risk averse - Risk averse cultures just don’t do this naturally – but actually it is a key way of avoiding future risk when handled properly. It’s important to note that certainly Innovative work does happen in the sector – I know some of the amazing project that people in this room have done But there aren’t many organisations – who when asked had a structured process around this. Innovation teams are often in fundraising – which means they rarely tackle core operations or deliver against the core mission This isn’t about chasing an impossible Willy Wonka style vision It’s about finding the kind of experimentation which will help us to find better ways of doing things to achieve better outcomes – quickly!
- It also means collaborating outside your organisation. Digital people are pretty good at that but are the rest of our organisations?
- Do that 10 times and voila – you’ve reinvented a whole service, or significant parts of your supporter journey, or one of your massive legacy internal systems. Moving away from the old methods of big requirements gathering exercises, and risk logs as long as your arm – has to happen. Those old processes did work - but the way your audience behaves changes every year now So if you spend more than a year building something based on requirements or research you did back then It may not even be the same need. Or even more likely – in the meantime some upstart came and built the thing anyway
- This is St Mary’s hospital in Paddington. Established in 1845 St Mary’s has been providing quality healthcare to millions to people Now when I say that st Marys is a good example of an organisation that’s used Digital Superheroes to change itself But it hasn’t become a WHOLLY DIGITAL ORG - There are still physical patients being treated by physical healthcare staff within the building as ever
- But in 2015 they decided to adopt an approach that would apply digital thinking and culture right at the heart of their organization They started Helix - it stands for the Health Innovation Exchange - and it’s a innovation lab/design studio where they use digital tools and approaches to look at ways to improve both patient outcomes and also the way that they run their hospital They constructed this pod in the middle of the hospital grounds as a hub for their innovation lab. An intentional talking point and separate environment from BAU It exists solely to try and answer critical healthcare challenges at the hospital. These issues are brought into the lab by clinicians from around the hospital - and they work with the Helix team to try and solve them - one by one - using a rapid, lean, iterative process So far they’re trialling (and succeeding) in finding better ways to: increasing rates of bowel cancer screening take-up, offer guidance for clinicians on how to communicate about end of life care creating effective asthma management tools for kids deal with storage of IV fluids on wards BIG, SERIOUS, HIGH IMPACT ISSUES that weren’t being solved in the old way of doing things. They’ve only been going since September last year! But by tackling one at a time they’ve got over 15 trials running at the hospital.
- ON of the final – and I think most crucial points that TNR contributors made was that the non-profit world we are massively guilty of assuming that people need us to do things on their behalf The collaborative or sharing economy is entirely based on that idea – give people the tools and they will collaborate, share, work more efficiently and creatively The old adage ‘give a man a fish…’ is relevant here. But there’s a bigger point here. If we don’t help people self-serve then they’re going to go elsewhere and do it anyway! – so maybe they just need the tools we can provide…
- Look at Crowdfunding Crowdfunding platforms aren’t new. Things like Kickstarter have been helping people get funding to make and launch products for a while now. The two examples on screen are Indiegogos page on Medical fundraisers - crowdfunding personal healthcare – for themselves, for their kids, and their family members The other is someone’s response to the Calais Refugee crisis – the didn’t just give £30 to a big aid charity and hope that someone would get the refugees from aid. They raised the money themselves and sent it there. There’s another crowdfunding story that I love even more
- It’s this one for Girl Scouts West Washington Troop in the states Let me show you the video
- This is a favela in Rio. A recent project that Google were working on took them to a favela like this. They expected to see limited connectivity and only small examples of how technology was changing life in these places. What they found when they got there was a hive of internet-based industry: On one floor there was a full digital radio station being run. There were two cyber cafes with pretty high grade computer systems. A big hotel turned into a community hall at the top - that was being used as a school to run computer science classes. Another room where Coca-cola sponsored digital marketing classes were happening. And a building where a women’s collective was running an online-only fashion house that now ships internationally because it’s so popular. Those people are all leapfrogging – they had access to cheap tech and they were using it to change their lives. You can run a whole business on a tablet using apps.
- FL
- An established charity that launched a start up - with the clear remit of challenging their own business model. Ultimately this is an extreme example – creating your own start-up may well be a way of innovating quickly and moving your organisation significantly in a new direction
- The one thing that contributors to the New Reality made their top priority to accelerate this change was commitment from leadership… This change process is everyone’s business and everyone’s responsibility But without strong, pioneering leadership we might get left behind That means that this change has to be fully embraced and championed from the top down – starting with teams like this and your trustees It’s only through empowering your organisations to go further on this journey that you’ll realise the the full potential for using digital-driven services to help more children and families
- In the same way that we are coming to understand that ‘digital transformation’ is essentially business transformation, being a ‘digital leader’ really means, being a good leader. It means being commercially astute, technologically confident, collaborative and happy to embrace change. It means fostering innovation, encouraging creativity and learning fast. And it means respecting empirical evidence and data-driven decisions over emotions, traditions and personal opinions. These are attitudes and behaviours that a strong leader will bring to all aspects of running a successful business. So how can we overtly demonstrate our digital abilities, and how can we inspire others to think digitally as part of our efforts to transform and evolve our business? But where to start?
- I’ve tried to bring this down to the 3 things that I have seen make the most difference. Its not about suddenly being the voice of expertise in the room. Its more about persistently seeking to change culture and the way business is being done
- A fundamental principle of digital design is that everything begins and ends with data. Data will help us to make sound business decisions. A digital leader will challenge decisions made on internal opinions, guesswork or organisational habits.
- When faced with a business challenge, the best leaders will always consider what it means for real people in the real world. In doing so, digital will inevitably form part of the conversation, because we know our end users will often be happier to use an excellent digital product or service, and in many cases will expect it.
- It’s impossible to keep pace with advances in technology and changes in audience behaviour if progress is ravelled up in laborious and time-consuming process. A digital leader will have the confidence to embrace change and allow it to happen at pace.
- Being agile means being organised!