Helena Raven, head of digital, NSPCC 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

1. Making the case for
Digital

2. 20152013 2018
• A few specialists,
siloed and hidden
• Outdated and
unsupported
technology
• Strategy existed
only on paper
• Weak governance,
no senior oversight
• No learning
programme for the
organisation
• A fully integrated team
• Organisation wide learning, to
increase capability
• Corporate strategy that
recognises digital at its core
• Full commitment to refresh all
core digital assets by year end
• Long term financial
commitment
• Clear, executive-board led
governance
• Developing hubs of expertise in
key areas
• Digitally equipped
organisation
• Central specialist
support team with
skilled practitioners
in all required areas
• Fully embedded
governance and
strategy as part of
‘business-as-usual’
• Ongoing investment
and innovation
Digital transformation at the NSPCC

3. 1. prioritise and learn
2. assume nothing
3. keep it real
4. make it fun
Four steps to engaging your
board in digital transformation

4. 1. prioritise and learn

5. 1.prioritise and learn
Its hard to do everything at once. Have a clear plan of
how you are going to introduce your four key areas:
• Strategy
• People – skills, learning and structure
• Governance and processes
• Technology
Think about what’s going to be easiest to get people
motivated – and it’s probably going to be technology last.

6. Beta
Just like the products that we create, our organisational
transformation will be in permanent beta.
We will never be ‘finished’ with transforming
in response to digital progress.

7. Learning
As quickly as possible have a plan for organisational
learning:
For business leaders so they know how digital can help
solve their business problems at a strategic level.
For operators and product owners so that they have the
hands on skills they need to carry out their jobs just as
effectively in a digital medium as in a traditional medium.
For all staff so that they know how digital can make their
day to day jobs easier.

8. 2: assume nothing

9. 2. assume nothing
You need to start by really understanding what the level
of digital knowledge is at board level
Three good building blocks to start the journey
toward achieving buy in:
• What ‘it’ is (not IT)
• Keep it simple
• Spend time one on one

10. What ‘it’ is (not IT)

11. Keep it simple
We’ve all seen slides like this…

12. Keep it simple
…and this…

13. Keep it simple
…and this…

15. The GDS created a set of digital design principles. Just like
the services being created, they are clear and accessible.
Removing jargon has enabled anyone – public and staff – to
understand what they are
trying to achieve.
They also evidence their success
through data and the voice of
the services themselves,
creating powerful examples to
back up their principles.
Case study:
Government Digital Service (GDS)

16. Spend time one on one
You can’t expect a ‘one size
fits all’ approach to work,
or to transact all your
business in the boardroom.
Make time to understand
what everybody cares
about. Then make it your
business to care too.
How to know its working?
• Directors asking you for
guidance before making
decisions (and taking it!)
• You are suddenly getting a
lot more requests for
digital work!
• You are invited to
meetings that previously
you weren’t

17. 3: keep it real

18. 3. keep it real
Our exec boards aren't going to buy a wish and a
promise, no matter how hard we try.
• Test and learn
• Data, data, data
• Real people, outside world
• Make it personal

19. Test and learn
Take on the status quo with confidence. Pick a project
and go for it.
• Small but clear changes – start introducing testing
as a default wherever you can.
• Share the learning as widely as possible – be honest
about failure as well as success. This way people
learn not to be afraid of trying something.
• Embrace prototyping.

20. Net Aware is a tool to educate parents about the social
networks and apps their kids are using.
Inspired by user research: data from ChildLine and
a Mumsnet panel told us what parents
wanted to know.
We have continued to add
new sites and apps, to
keep it relevant and
respond to user needs.
Case study:
Online safety

21. Data, data, data
• Become obsessed with data.
• Invest in your analytics early on.
• Make data accessible, transparent and easy to read.
• Know your stuff. Never be short of statistics.

22. The existing ChildLine website was old, not mobile-ready
and the brand was due a refresh. But how much
investment was really needed?
• Data told us that sessions from mobile users were taking
over all other devices
• And that more children wanted to contact us online than
on the phone
• Existing platform not fit-for-purpose
• Without adequate investment our
service offer – to be there for any
child – would become unachievable.
Case study:
Securing investment

23. Real people, outside world
Talk about real people in the real world.
Constantly.
Understand your users and don’t stop listening
to them.
Be their voice inside the organisation
and never compromise on what
you know is right for them.

24. Adults are very good at giving opinions on what they think is
best for children… We listen to
children and find out what they want.
• Children were worried about sexting
• We help them tackle unwanted
messages with quick come-backs,
using humour to defuse potentially
damaging
conversations.
• App also includes
our advice.
Case study:
ZIPIT

25. 4. make it fun

26. 4. make it fun
It’s obvious - if they enjoy it, they will be better at it.
• Make it snappy
• Its not all about ME
• Let them have a go!
• Shout about their success

27. This is not fun.
Nobody wants to
wade through plies
of dusty, dull
‘strategy papers’.
Have a few, easy to
grasp, strategic
principles.
Make it snappy

28. It’s not all about ME
Obviously we are brilliant, witty, fascinating creatures.
But we can’t expect everyone to agree all the time.
Mix it up. Invite other people in, especially
if they work for Google, Facebook,
Twitter, Buzzfeed, Redbull,
Virgin or Burberry.
Easy win

29. Let them have a go!
Run a session on something simple and easy that will
grow confidence – Google trends is a great one.
Take your user testing kit into the board meeting and
get them to have a play with whatever you are testing.
Get them involved in user-generated
content, through tweeting,
sharing and blogging.

30. Shout about success.
When something goes well make a big deal about it.
Make them feel good. Tell them they are doing
brilliantly. It’s not easy for them either.

31. Final thoughts
By putting digital in the limelight you are
putting yourself there too.
Look at yourself and your team with a critical eye.
Are you as good as you can be? Can you really deliver
on the promise you are making?
Stand your ground. It’s not easy. But the sooner
everyone realises that you won’t compromise on some
core truths, the better.

32. Questions