The right structure and leadership for your digital/online team will impact your performance online more than any other initiative you will undertake. So how do you know if you have a dysfunctional digital/online team? What are the different models for how organizations manage digital, and which are the most effective for today's multi-channel world? Finally, what are the most common patterns and challenges facing digital teams across the non-profit sector? In this webinar, longtime digital leaders Jason Mogus from Communicopia and Michael Silberman from Greenpeace will share their learnings from working across dozens of digital teams in multiple sectors. They will share, for the first time with the public, the most significant results from their digital team structure survey for the non-profit sector conducted by Communicopia over the summer. This world first benchmark report analyzes data from 67 nonprofit leaders who manage digital programs. It contains benchmarks into where digital teams typically live, what the top roles are on teams, and how many properties (including social media) teams typically manage. It also offers insights into the expectations placed on digital teams for leadership, how well leaders believe their structures work, and the overall effectiveness of digital programs in supporting their constituents and their organizations. ***You can download the full report at: www.frogloop.com/building-digital-teams In addition to the report we will share insights from our recent articles published in Stanford Social Innovation Review, including: -5 Dysfunctions of a Digital Team -4 Models for Successfully Managing Digital About the presenters: Jason Mogus is the principal strategist at Communicopia, a Webby Award-winning digital consultancy that helps social change organizations adapt to a networked world. Jason has led digital transformation projects for the TckTckTck global climate campaign, The Elders, NRDC, the United Nations Foundation, and the City of Vancouver, and he is the founder of the Web of Change community. Michael Silberman is the Global Director of Digital Innovation at Greenpeace, where he leads a new lab that envisions, tests, and rolls out creative new means of engaging and mobilizing supporters in 42 countries. Silberman is a co-founder of EchoDitto, a digital consultancy that empowers leading organizations to have a greater impact through the creative use of new technologies. Justin Perkins is the Director of Nonprofit Services at Care2. Since 2006, Justin has worked with Care2 on over 250 campaigns to recruit millions of supporters for nonprofits across a wide variety of social and environmental issues. He also launched frogloop.com--a leading nonprofit marketing blog--and developed one of the first social network ROI calculators. He is passionate about helping nonprofits use a data-driven, efficient approach to online marketing.

1. Non-profit digital teams
Why we are passionate about teams
Our Intention Background Documents
We undertook this research to better The following articles published in
understand how non-profit leaders
Stanford Social Innovation Review will
manage digital & online initiatives in their
organizations. In our experience it’s well help you following along:
led, well structured, & well resourced • The 5 Dysfunctions of a Digital Team
teams that are the fundamental building
• Four Models for Managing Digital
blocks for success online.
• Download the free Non-profit Digital
We’ve gathered data from leaders in the Teams Benchmark Report at
community &combined it with our own www.DigitalTeams.org
insights & analysis (identified by italics)
to help start a conversation in our sector
about building better teams.

2. 5 Dysfunctions

3. Silos.

4. Personality fit.

5. Overload.

6. Lack of digital vision.

7. Lack of organizational vision.

8. 4 Models

13. The Greenpeace experience.

14. Benchmark Report

15. Contributing organizations
Responses from 67 non-profits were used in the benchmark, including:

16. Digital teams live in communications.
Question: What department are you a member of?
Nearly 45% of digital teams report to communications. This is often the ideal group to
be connected with as much digital work is communications driven. Teams within IT
departments are increasingly rare. We were surprised to see 18% in the relatively new
category of “digital super-groups”, reporting directly to the ED. We expect to see this
figure increase over time as this can often be a more ideal location to lead new
engagement functions, manage multi-channel communications, & drive innovation
across campaigns.

17. Most teams are small.
Question: How many full-time staff are officially part of the team responsible for your
primary digital channels?
Nearly 40% of respondent teams working full time on digital are 1-2 people.
Unsurprisingly, these numbers correlate with the size of the organization. Organizations
with over 500 staff had digital teams of an average 16 people, those with 100 to 500
staff had an average of 8 people. Smaller organizations with less than 100 staff had
digital teams with an average of 4 people. Most teams are small & need to grow given
increasing performance expectations.

18. We use a lot of contractors.
Question: How many full-time equivalent contractors consistently contribute to the team
responsible for digital?
Mid-sized teams (6 to 10 people) utilized an average of 8 outside contractors, while
larger teams (11 to 21+) used far less with an average of 3. This suggests most mid-
sized organizations are highly reliant on external resources to deliver core services.
While this offers flexibility we have concerns the ratio is both financially inefficient &
may reflect a lack of of success in team leaders advocating for appropriately skilled full
time staff.

19. Top roles are social, strategy, content, PM
Question: On your digital team, what services/roles are currently represented?
The most common roles found on teams are social media, strategy, content, and
project management. Very few teams have research, UX, technical, or design skills
on-staff, which is a notable contrast from best in class corporate digital teams we have
studied.

20. We desperately lack people & skills.
Question: Does your team have the right people to do its best work?
88% of respondents reported their teams probably or completely lack the people
required to do their best work. This means only 17% of teams are appropriately
staffed. In a separate question 74% report their teams lack the right skills to do their
best work. This points to a painful resource, people, & skill gap holding back higher
performance across our sector.

21. Teams are increasingly leading change.
Question: How would you describe the digital/online team’s culture?
28% of teams report their culture as strategically-led, with another 50% reporting a
somewhat pro-active culture. This is important as in a separate question fully 60% of
teams are expected by their superiors to always drive new initiatives, not merely act as
a service desk. This reflects an important trend where digital functions have evolved
from a service to more of an innovation & leadership role in most industries.

22. Most suffer from poor structure.
Question: How would you describe the structure of your team?
Over half (53%) of respondents report their team structures are working but need
improvement, with another 15% reporting a poor structure holding performance back.
Only 32% report their structures are appropriate for the demands on their teams. We
expect this last number to increase as more and more institutions re-structure their
digital departments in the future.

23. Digital programs are “somewhat effective”.
Question: How effective do you think your digital program is at serving the needs of
your constituents and organization?
55% of respondents report their digital programs are only somewhat effective, with a
further 9% reporting they are mostly or even highly ineffective. This leaves a lucky
minority of 37% reporting a mostly or highly effective program. For a sector that prides
itself on innovation & impact, & where the successes of others are so easy to
see, having a majority of peers self-report such lukewarm results is hardly satisfying.

24. Most programs are underfunded.
Question: Is your budget sufficient for your plans for this year?
71% of respondents report their programs are either under-funded or significantly
underfunded. Only a lucky minority of 29% report appropriate funding. While not
surprising for non-profit sector employees to report under-funding, what is striking is
the contrast with private sector digital budget growth (reference: http://ow.ly/6VkuR).
This is also counter-productive to the increasing responsibilities being given to digital
programs.

25. But the future is looking brighter.
Question: What is the plan for digital spending next year?
And we end with some good news for our sector. 57% of respondents report plans to
increase their digital spending next year. A further 32% will stay the same and only
10% will see their budgets shrink. This is a significant finding given the overall trend in
non-profit sector budgets having flat-lined in the last few years, and shows the
increasing importance – and expectations – that senior managers are placing on
digital.

26. About Communicopia
Who we are
About Communicopia
We are a boutique digital consultancy working globally
for change. Our strategy services help institutions who
see digital as pivotal for their future focus their
vision, develop roadmaps for complex web projects, &
create team structures that enable innovation &
collaboration.
Our purpose
We lead transformational digital projects that help
social mission organizations increase their impact &
effectiveness in a networked world.

27. Let’s start a conversation
How to get in touch with us
Online Download the full report
communicopia.com Download the full report for free at
twitter.com/communicopia www.DigitalTeams.org
facebook.com/communicopia
E-mail & Phone Related reading
contact@communicopia.com This research was published as a
+1 (604) 844-7672 three part series in the Stanford
Social Innovation Review.