The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders. ‘Digital transformation’ is not an operational process. It is a cultural shift in the human behaviours, relationships and capabilities that already exist within an organisation.
Nick Torday, MD of Sift Digital and Adam Fisher, Head of IT of Sue Ryder spoke at an event in February 2016, talking about the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
Progressive leadership in a disruptive digital age - #FRO16Edo
This session will look at the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders.
How to get the right Stakeholders involved in your digital workplace initiatives. Input from 5 types of stakeholders, including external customers, is essential for a relevant digital workplace.
Reality Check: People and Organizations in the Digital AgeJane McConnell
Presentation given at Enterprise Digital Summit in June, Paris. The organization in the digital age: trends and analysis. This is the updated version with final 2016 figures.
Progressive leadership in a disruptive digital age - #FRO16Edo
This session will look at the perfect storm that faces the sector, the key areas of focus for leaders and the cultural change that is fundamental to building a sustainable future for your organisation.
The disruption currently being caused by new technologies and digital communication is huge. Whole sectors such as publishing, financial services and retail are experiencing seismic change with many long established brands falling by the wayside as they struggle to adapt to the new market context.
The challenge facing the not-for-profit sector is no less real and pressing, and it is the responsibility of leaders within the sector to fully embrace the need for change and transformation that digital engenders.
How to get the right Stakeholders involved in your digital workplace initiatives. Input from 5 types of stakeholders, including external customers, is essential for a relevant digital workplace.
Reality Check: People and Organizations in the Digital AgeJane McConnell
Presentation given at Enterprise Digital Summit in June, Paris. The organization in the digital age: trends and analysis. This is the updated version with final 2016 figures.
7 Ways to Lead Digital Transformation Without Being an IT SpecialistVistage UK
SMEs should be embracing the digital transformation to grow their businesses. This slideshare shows how non-IT business leaders can use strategic thinking and leadership excellence to drive innovation and change.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
The 7 Principles of Digital Business Strategy & TransformationNiall McKeown
There is a method for creating a high performance digital business strategy. It is to use the 7 Principles of Digital Business Strategy framework by www.ionology.com
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
How to handle internal politics that block digital initiatives Jane McConnell
Why do internal politics hinder digital initiatives? Because of people and power! Here are some techniques and strategies to avoid or mitigate the impact of internal politics and make it easier to succeed in your digital initiatives.
Digital Leaders - Integrating digital into leadership programmes at the Unive...Jisc
Pecha Kucha - AM 4
Integrating digital into leadership programmes at the University of York.
Susan Halfpenny, Teaching and Learning Manager, University of York; Michelle Blake, head of relationship management, University of York
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
The 6 challenges behind Digital Transformation #M2CHUB INSTITUTE
The 6 challenges behind Digital Transformation. Presentation of Emmanuel Vivier, Cofounder of the HUB Institute at #M2C Conference in Hambourg. More info http://hubinstitute.com/ or follow me on twitter : https://twitter.com/emmanuelvivier
Organizational Change Management happens one person at a time. Make sure you are focused on the human aspect of change to ensure success of your program.
Strategy for the Thinking Leader (Digital Transformation) - Digital DNA Armag...Niall McKeown
A presentation from Niall McKeown from www.ionology.com describing what digital transformation is, how the implementation of technology is often not transformational and the difference between those 'doing digital' and 'digital innovators' and why the innovators are winning.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Embracing the new digital reality. Digital transformation conference, 21 May ...CharityComms
Tim Cockle, head of digital services, Eduserv
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
IIC Partners examines the role of the Chief Digital Officer (CDO) and the skills, requirements and leadership qualities companies looking for when hiring a CDO.
7 Ways to Lead Digital Transformation Without Being an IT SpecialistVistage UK
SMEs should be embracing the digital transformation to grow their businesses. This slideshare shows how non-IT business leaders can use strategic thinking and leadership excellence to drive innovation and change.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
The 7 Principles of Digital Business Strategy & TransformationNiall McKeown
There is a method for creating a high performance digital business strategy. It is to use the 7 Principles of Digital Business Strategy framework by www.ionology.com
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
How to handle internal politics that block digital initiatives Jane McConnell
Why do internal politics hinder digital initiatives? Because of people and power! Here are some techniques and strategies to avoid or mitigate the impact of internal politics and make it easier to succeed in your digital initiatives.
Digital Leaders - Integrating digital into leadership programmes at the Unive...Jisc
Pecha Kucha - AM 4
Integrating digital into leadership programmes at the University of York.
Susan Halfpenny, Teaching and Learning Manager, University of York; Michelle Blake, head of relationship management, University of York
Lenwood M Ross, Founder and & CEO of Accelery, Inc. reviews five questions that digital transformation leaders should ask before beginning their net digital transformation project.
The 6 challenges behind Digital Transformation #M2CHUB INSTITUTE
The 6 challenges behind Digital Transformation. Presentation of Emmanuel Vivier, Cofounder of the HUB Institute at #M2C Conference in Hambourg. More info http://hubinstitute.com/ or follow me on twitter : https://twitter.com/emmanuelvivier
Organizational Change Management happens one person at a time. Make sure you are focused on the human aspect of change to ensure success of your program.
Strategy for the Thinking Leader (Digital Transformation) - Digital DNA Armag...Niall McKeown
A presentation from Niall McKeown from www.ionology.com describing what digital transformation is, how the implementation of technology is often not transformational and the difference between those 'doing digital' and 'digital innovators' and why the innovators are winning.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Embracing the new digital reality. Digital transformation conference, 21 May ...CharityComms
Tim Cockle, head of digital services, Eduserv
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
IIC Partners examines the role of the Chief Digital Officer (CDO) and the skills, requirements and leadership qualities companies looking for when hiring a CDO.
Why do membership organisations need social media? What channels should you choose? This presentation answers these questions and more.
Ben Jackson (Content, Community and social media strategist at Sift Digital) spoke at the Membership Breakfast Club on 14th October 2015.
A write up of the presentation can be found on the Sift Digital website: http://www.siftdigital.com/who-we-are/social-media-for-membership-organisations
Winning over and keeping the new ‘always-on’ consumer has become the business imperative at the digital frontier. In the new era of digitalization it is a substantial challenge to reach the multitasking, screen agnostic and much more demanding customer. Recognizing this trend and aiming for digital growth is now a key factor for success.
Our discussion paper shows the importance of digitalization for businesses – B2B as well as B2C. It provides insights about how to exploit new potentials by using globeone’s tools ‘Digital Performance Leadership Measurement’, ‘Digital Consumer Journey’ and our ‘Corporate Website Evaluation Model’.
The Digital Leadership Forum is a boutique conference for marketing, communications and digital managers from Europe taking place in Vienna, 15th and 16th May 2017.
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
Leadership talk designed to engage Generation Z and Millennials and understand what they believe is important. Relevant now more that ever in the run up to the election.
A talk delivered to Youth to Business, part of AIESEC's International Congress and 65th year celebrations.
What are the challenges and opportunities for Gen Y in creating a better world? How does technological innovation, changing education paradigms and new forms of leadership provide a platform for positive change?
These are tips for being a great leader. Do you wonder how to rally your team? Are there times when you feel like you could be doing some basic management things in a more effective way? Do you want to be a better manager? This is the presentation for you!
Online strategy: A shift towards the millennial generationJorn de Vreede
As a case description, this presentation covers the creation of the extensive online platform for CNV Vakmensen, a dutch Labour union. The chosen strategy, solutions and lessons learned.
The presentation was given as a webinar on www.sitecoresummerschool.com.
An overview of 2013 Q1 millennial research results
This research was conducted using mobile ethnography, meaning each participant received questions and assignments via their smartphone.
Participants responded to the assignments through video, which allowed for more personal, candid and sometimes shocking responses.
Digital transformation: Envision the futureMicrosoft
Hvordan forankrer virksomheder digital transformation strategisk? Hvilke forretningseffekter forfølger og prioriterer de?
Hvilke udfordringer møder de, og hvordan adresserer de dem i praksis? Qvartz har gennemført en undersøgelse om digital transformation blandt store virksomheder i Danmark og leverer et overblik over konklusionerne.
v/Jens Friis Hjortegaard, Partner, Qvartz
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
Digital leaders responsible for developing and implementing a cohesive strategy for their respective companies will share the details of those efforts in a moderated panel discussion. Faculty participants include:
Matthew Ipsan – Moderator (EVP/Accudata)
Jeff Moriarty (SVP/Digital, GateHouse Media)
Edwin Ruis (Integrated Revenue Director, Swift Communications)
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
Five years on, it’s no surprise that the digital landscape has moved on significantly since we first published our Digital Maturity Index (DMI) back in 2010.
We're delighted to be publishing this year's research findings in DMI 2014: The digital ecosystem of technology, channels, customers, strategy and culture and the insights in this year’s report show just how far organisations have come in the intervening years.
Based on interviews with over 200 consumers and 150 business leaders from a range of industry sectors, this year’s report also includes opinion pieces from five digital thought leaders.
Our MD, Emma Robertson, unveiled the report with clients at our annual launch event in London. She talked though some of the headline findings building on the principle that as digital becomes more integral to the underlying strategy, the component parts of digital maturity must be treated as an ecosystem, not a hierarchy. The focus this year is about smartly combining technology, channels, customers, strategy and culture for both customer and commercial benefit. Here are just a few of the headlines:
Technology: In 2012, 87% of organisations had no formal processes for innovation. By 2014, 67% of organisations are using hackathons, labs or open APIs.
Channels: The drive to establish a digital presence in every new channel that emerges is being replaced by more strategic behaviour with 66% focusing on consolidation of existing channels and only 34% looking to grow the number of channels on offer.
Customer: 53% of respondents now measure customer happiness as a way of assessing how well digital channels are performing; 66% use a customer satisfaction index.
Strategy: 65% of respondents reported that there is a digital vision and strategy within their organisation but just 6% stated that the strategy is very well known within their organisation.
Culture: A factor in creating an environment for change and innovation is in an organisation’s tolerance for failure. Only 15% of organisations were recognised as having a ‘fail fast’ culture.
We were also joined by three industry leading keynote speakers. Some of the key things we took away were:
Easy is the new loyalty. Dr Nicola Millard, BT, talked us through the concept of 'net easy' and how omnichannel is the new normal.
Start with the user. Kathy Settle, GDS, shared very candidly the work that has taken place during the past 2-3 years to transform government services.
Be Human. Professor Moira Clark, Henley Business School, outlined the key factors required for customer service excellence.
You can read the full report here (www.transformuk.com/dmi-2014-its-all-about-the-digital-ecosystem) or you can drop us an email if you’d like us to email you a copy (enquiries@transformUK.com).
We'll be continuing the debate through our LinkedIn Group (Transform DMI 2014 and on Twitter (#DMI2014) and we hope you'll join us there.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
This year’s MIT Sloan Management Review and Deloitte global study of digital business found that digital transformation isn’t really about the technologies. Instead, it stems from how companies integrate them to transform their businesses and how they work.
Explore more findings from the 2015 digital business global executive study and research project: http://deloi.tt/2flnRZ8
PR and communications managers in the business to business technology sector are under increasing pressure to deliver but are still not seen as contributing to business growth, according to Kaizo’s first B2B Tech In-House PR Barometer survey.
http://kaizo.co.uk/b2b-tech-in-house-pr-survey-2015/
Managing Digital Marketing in 2015
Best practices for integrating digital technology,
marketing and advertising to fuel business growth
Author: Dr Dave Chaffey
Research in collaboration with TFM&A 2015
Published: January 2015
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
We know content that meets audience needs is key to user-centred design. But under pressure to get the work done it can get neglected, copied over wholesale during a migration, or written with business needs - not user needs - in mind. Wouldn’t it be better if you could help an organisation discuss the value of the content and, if need be, say no?
Mike Dunn and Helen Triggs, both Experience Consultants at Bristol based UX Consultancy, Edo spoke at UX Scotland 2018. They have developed a simple tool to help you identify that sweet spot where content meets user needs and business objectives. It lets you take representative (or controversial!) content and score it against audience needs and organisational objectives. It then highlights if there is a mismatch between the two. This can be used to inform conversations about whether the content is doing its job - and if not, why not.
Edo's event 'Start-ups, the user-centred way' in collaboration with Google Developers Launchpad.
Bob Harper talks through measurement techniques start-ups can ensure they're meeting their core purpose.
Edo's event 'Start-ups, the user-centred way' in collaboration with Google Developers Launchpad.
Kate Gray gives some top tips for start-ups, and about being a great leader within your organisation - being cautious of mental models, and being aware of "founderitis".
Edo's event 'Start-ups, the user-centred way' in collaboration with Google Developers Launchpad.
Alex Barker, Head of UX at Edo covers; what is UX, and how embedding a culture of user-centred thinking will help your start-up.
We know content that meets audience needs is key to user-centred design. But under pressure to get the work done it can get neglected, copied over wholesale during a migration, or written with business needs – not user needs – in mind.
Mike and Helen have developed a simple tool to help you identify that sweet spot where content meets user needs and business objectives. It lets you take representative (or controversial!) content and score it against audience needs and organisational objectives. It then highlights if there is a mismatch between the two. This can be used to inform conversations about whether the content is doing its job – and if not, why not.
These are the slides from their 2017 UX Bristol Workshop. Their spreadsheet is available here: goo.gl/onrxqQ
Local currency, the Bristol Pound were looking for support in crafting their digital strategy, on a limited budget.
Mike Dunn, UX Consultant at Sift Digital spoke at mySociety and friends meet-up on the 23rd July 2015.
More information on the event here: http://lanyrd.com/2015/mysociety-friends-meet-up/
More information on Mike's work with Bristol Pound: http://www.siftdigital.com/who-we-are/bristol-pound-user-research-limited-budget
Multi-channel user research (Bath & Bristol Marketing Network)Edo
How can organisations deliver the right content and experience for users?
Learn and discuss the principles and techniques to conduct meaningful user research, focusing on both brand and task, and how to translate valuable insight, evidence and analysis into actionable results and outputs.
Sift Digital's Head of User Experience, Alex Barker spoke at the May 2015 Bath and Bristol Marketing Network (BBMN).
Al Barker, Sift Digital’s Head of UX led the most recent conversation at a Membership Breakfast Club about user research methods and the value of insight, evidence and analysis.
The Membership Breakfast Club brings together membership professionals to talk candidly with peers about common challenges and to celebrate success.
Multi Channel User Research blog article: www.siftdigital.co.uk/blog/multi-channel-user-research
The future of digital will be driven by consumer need. Thriving organisations will be those who can understand and meet their specific audiences' needs.
The Community Benchmarking Research 2012 looks in detail at emergent trends within the community management profession. The research is taken from organisations within the not for profit sector.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. The components of a perfect storm
● Huge market disruption caused by technology
● Customer / supporter behaviours have changed
radically
● Reputational integrity of the sector is under threat
● Channel shift in retail - massive challenge for
charity shops
● Skills exodus - talent moving out of the sector
Progressive leadership in the digital age
3. “Digital technology has fundamentally
changed two things: the dynamics of the
markets in which you operate and the
speed needed to remain competitive and
relevant.”
Forrester Research, December 2015
Progressive leadership in the digital age
4.
5.
6. “A key challenge identified in the 2015 Index is the
continued lack of engagement with digital amongst many
charities. Over half of all charities do not believe that having
a website would help increase their funding and nearly 70%
state the same about social media. With the level of basic
digital skills falling, in contrast with UK trends, attitudes
are of key concern.”
Lloyds Bank UK Business Digital Index 2015
Progressive leadership in the digital age
7. UK: Charities marketing spend vs total marketing spend: 2007
Progressive leadership in the digital age
8. UK: Charities marketing spend vs total marketing spend: 2009
Progressive leadership in the digital age
9. UK: Charities marketing spend vs total marketing spend: 2012
Progressive leadership in the digital age
10. ● For 77% of the overall marketing spend, DM has represented
9% of overall annual growth in voluntary income
● For 2% of the overall marketing spend, Digital has
represented 6.2% of overall annual growth in voluntary
income
Source: Institute of Fundraising 2013 Fundratios Report
Progressive leadership in the digital age
11.
12. ● Rise of the Chief Digital Officer in commercial sectors
● No equivalent roles in charity sector (a few CIOs)
● In 2015 alone, 10 CDOs have gone on to become CEO
● Charities Aid Foundation (CAF) Social landscape study:
sector CEOs ranked digital as 16th out of 18 in their
strategic priorities
Progressive leadership in the digital age
13. ● Sector leadership isn’t currently demonstrating vision or
bravery in digital transformation
● Responsibility for the process has been delegated away
from senior levels
● Digital leaders and champions within the sector are often
focused on delivery not strategy
● Trustees are failing to support proactive change
source: The New Reality, 2015 - newreality.info
Progressive leadership in the digital age
14. Question:
Why is technology and digital so
under-represented within senior
management?
Progressive leadership in the digital age
15. ● Very patchy tech / digital representation at board level
● Only 2.1% of all charity trustees are under the age of 30,
with the average age being 57
● Tendency to risk aversion - tech investment usually has
a chunky price tag
● Specialist recruitment is a challenge but essential
Progressive leadership in the digital age
16. Question:
Has anyone got an example of a
successful digital / tech trustee
appointment they can share?
Progressive leadership in the digital age
17.
18. Does your organisation:
● Have the right skills and capabilities?
● Ensure that audience needs drive commissioning?
● Have a consensus around organisational priorities?
● Have effective workflow in place?
● Have good internal comms and collaboration?
Progressive leadership in the digital age
19. ● The lines between digital, marcomms and IT are becoming
increasingly blurred - this is largely a good thing
● However, this causes conflict and uncertainty and needs to
be managed carefully
● Conduct a RACI Matrix between digital and IT to define
the relationship and communicate this clearly
Progressive leadership in the digital age
20.
21.
22.
23.
24.
25. ● Take full ownership of the digital agenda
● Open up the pathways to senior management for
digital and technology ‘natives’
● Bring digital planning to the heart of the strategic
process
● Set yourself and your leadership team clear KPIs around
digital transformation
Progressive leadership in the digital age
26. ● Seek guidance and mentoring from your peers in
retail, publishing and financial services - who has
adapted well and how?
● Bring in industry expertise at board level - actively
address the skills imbalance
● Acquire enough knowledge to be comfortable with
the strategy, not the implementation - and the semantics!
Progressive leadership in the digital age
27. ● This is the hardest part - if your organisation is over 50
years old, the cultural behaviours will be hard to change
● Be brave - it is no longer acceptable for people to be
fearful of or obstructive to technological innovation
● Lead by example: develop pilot innovation programs that
meet specific needs and demonstrate how you can evolve
Progressive leadership in the digital age
30. Progressive leadership in the digital age
Dealing with the perfect storm
● Profound change requires cultural readiness
● Cultural readiness requires engagement, adaptability,
consistent vision, courage and tenacity
● It’s useful to know where you’re starting from
31.
32.
33.
34. An organisation may…
● be left behind and lose competitive edge
● become irrelevant
● fail to attract or retain staff, customers, partners, donors,
volunteers…
● lose public trust, interest and/or reputation
● worst case – suffer a catastrophe
Progressive leadership in the digital age
38. Where are you starting from?
Progressive leadership in the digital age
Some ideas on measuring how much risk lies within culture. Consider where
typical behaviours in your organisation lie:
How Why
Cost Impact
Poor comms Effective
Analysis paralysis Bias for action
Tactical Strategic
Silos Joined up
Introvert Extrovert
Accountability
is obtuse
Accountability
is clear
Avoid failure Learn from mistakes
Engagement - none Visceral
39.
40. ● Find a way to clearly articulate “digital transformation”
across the entire organisation
● Identify the particular current cultural strengths and
weaknesses of your organisation, and internal attitudes to
and adoption of digital technology
● Place effective “digital champions” at key points
throughout the organisation and ensure they are clear as to
what’s expected of them, and fully supported from the top
Progressive leadership in the digital age
41. ● Ensure your digital and IT teams are aligned and
interlaced – with board level representation
● Require this team to continuously research, articulate and
deliver the “art of the possible”
● Ensure that any technology-based change project has
effective senior sponsorship and excellent
communication at every stage
Progressive leadership in the digital age
42.
43. ● Applicable to everybody
● Cultural & universal
● A reflection of the world as is
● Collaborative, silo-averse
● Incremental and constant
● Audience-led
● Innovative
● Long term
Progressive leadership in the digital age
44. ● A silver bullet
● Just about technology
● Just about Fundraising & MarComms
● Optional
● Temporary
● Simple
Progressive leadership in the digital age
45.
46. ● Successful change is easier when people want it, and are
excited by the possibilities
● People choose to engage – you can’t make them – but
you can create an environment that will encourage them to
choose
● For many organisations change will be a complex, slow
process measured in years, needing focus, discipline and
stamina!
Progressive leadership in the digital age
