7 tips for digital transformation - NCVO webinar
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This presentation was delivered during an NCVO webinar on digital transformation, presented by Julie Dodd. The webinar took place on 20 August 2015. More information: http://knowhownonprofit.org/organisation/orgdev/digital-transformation
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7 tips for digital transformation - NCVO webinar
- 1. 7 TIPS FOR DIGITAL TRANSFORMATION A webinar delivered by Julie Dodd and organised by NCVO 20 August 2015
- 2. INTRODUCTIONS • Julie Dodd Digital consultant and author ofThe New Reality research study • Lauren and Helen Webinar organisers, NCVO
- 3. ABOUT THE WEBINAR • 30 minute presentation - Insights from The New Reality research study - 7 tips on digital transformation for your organisation • 15 minute Q & A Please type your questions into the questions panel at any time (at bottom of your webinar dashboard) • Feedback survey Please complete the short feedback survey upon exiting the
- 4. Insights from The New Reality
- 5. A research study based on 54 interviews with executives from non-profit and commercial organisations, digital tech experts and commentators in this field
- 6. What is the New Reality all about?
- 7. The landscape is changing again MOBILISATION AUDIENCE BEHAVIOUR NEW TECHNOLOGIES
- 8. Jonathan Simmons, Zone The only comparable time to this is the industrial revolution” “
- 9. An unprecedented opportunity to achieve greater impact and scale than ever before? A huge risk to the future of our organisations? So is this…
- 10. 4 EXAMPLES… of how this New Reality is changing the world
- 11. Challenging stigma and providing advice about Ebola in Sierra Leone via Whatsapp
- 15. And this is just a handful of examples in one area
- 16. 7 tips on digital transformation for voluntary sector organisations
- 17. What stage of digital transformation is your organisation at?
- 18. PEOPLE The 4 aspects of transformation PROCESS TOOLS MINDSET
- 19. Start with the core mission #1 MINDSET
- 20. Internal Infrastructure Internal culture Funding & Budgets External services Skillsets £ ACROSS DEPARTMENTS Digital technology affects everything
- 21. Ditch the digital strategy
- 22. Ditch the digital strategy It only works if it’s in the core strategy
- 23. Having a digital strategy will soon look as ridiculous as having an electricity strategy.” Kay Boycott, CEO, Asthma UK “ Credit: Filterforge
- 24. Broaden your definition of ‘digital technology’ #2 MINDSET
- 25. By Kin Design
- 26. Get rid of the “no” people #3 PEOPLE
- 27. Digital should be about what you can do rather than what you can’t” Roly Keating, CEO British Library “ Credit: Osterhas
- 28. Plug the skills gaps #4 PEOPLE Credit: Sunface 13
- 30. Keep your horizons short, and be lean #5 PROCESS
- 32. 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 “
- 33. In short, don’t try to boil the ocean Credit: Always Info
- 35. #1 #2 #3 Set up an R&D LAB Find a PARTNER Create your own STARTUP 3 ways to innovate…
- 37. Create an umbrella that protects people and let them experiment with trying to break your business” Jonathan Kingsbury, Head of Digital Economy Knowledge Transfer Network “ Credit: Unsplash
- 40. Take class-leading, independent platforms that can talk to each other and plug them together. It’s infinitely better than trying to find one, off the shelf solution that will involve compromises.” Richard Craig, CEO, Technology Trust “
- 41. PEOPLE The 4 aspects of transformation PROCESS TOOLS MINDSET
- 42. If there was one thing we could change - it would be for leaders to be braver and more open to this change.” Vicky Browning, Director, CharityComms “ LEADERSHIP
- 43. How confident are you that your organisation will digitally transform itself in the next 3 years?
- 44. Where do we start?
- 46. JulieDodd julie@digitalforgood.co.uk@ Full online report available at thenewreality.info
- 47. Q&A Type your questions into the question panel on your webinar dashboard
- 48. Thank you Please complete the short feedback survey
Hinweis der Redaktion
- I’m going to talk to you about what I’ve learnt about the ways digital tech can help you achieve your goals And why that will be the single most important difference that you can make in your organisation over the next 5 years
- These are just some of the organisations who have contributed to TNR For those of you less familiar with the study – TNR is a qualitative research study based on interviews with – as it says – 54 execs, digital champs, tech experts from inside and outside the sector So what is TNR all about?
- The study is very intentionally called TNR rather than something about future we’re heading towards. Because things have already changed. The Internet revolution has already happened - the way we shop, bank, listen, watch, organise, communicate All those things are different now, and to significant extent degree the non-profit sector has changed with them.
- But the landscape is changing again Thanks to the increased mobility of services and how completely hooked on these things we are People’s behaviour has changed I’m sure many of you will be familiar with the scenario in this top picture where small kids touch the telly and then look at you like “why is this broken” Some assume that this change is a generational thing – that Gen Y or The Millenials, or Gen Z – will be the pioneers of this new era But actually this isn’t just about the young folk who were born on the web. The NR we live in has changed for almost all generations The third image is of a 3D printer And that represents the fact that the technology has finally caught up with our aspirations There’s a new wealth of ways that we can use tech that goes beyond the screens in our pockets and on our desks [Jo anecdote] What does this mean?
- That might sound like ridiculous hyperbole – but I don’t think it is And I’m going to show you a few things now to hopefully convince you that this NR we’re in is that dramatic a shift
- We are living in this New Reality – but in the non-profit sector – are we really making the most of it? Now I’m going to hand over to 2 of the New reality’s contributors. I asked Kay & Matt to speak because in their interviews they both painted a picture of how things could be different
- Now this is the BBC’s Whatsapp Ebola service. They launched it at the height of the Ebola crisis to help tackle the very serious issue There was stigma The disease was spreading because people didn’t understand how the disease was contracted The service used Whatsapp messenger to give text advice in Eng/French, audio clips and infographics They didn’t build a whole new thing – they used a piece of technology that existed and would get them the biggest reach possible. NEXT
- Closer to home, and in fact becoming common practice globally Crowdfunding platforms aren’t new. Things like Kickstarter have been helping people get funding to make and launch products for a while now. BUT Charities beware – you are starting to be cut out of the loop The example on screen is Indiegogos page on Medical fundraisers These are people who are crowdfunding personal healthcare – for themselves, for their kids, and their family members They’re getting cancer treatment, surgery, branded drugs they can’t afford. And they’re not asking a charity to do it for them.
- Wearables and sensor-based technology deserve a mention – they’re getting smarter and more useful all the time This is Quell – a new wearable device that tackles chronic pain – it’s been through all sorts of clinical trials and it works. Pain relief without drugs or side-effects
- And coming back to 3D printing These guys are wearing 3D printed prosthetics because they got they limbs blown off in conflict in Sudan 30 million people worldwide who need prosthetics – often in war torn countries – but many are forced to do without due to a lack of skilled technicians to make them. There’s a guy called Tony Canning from Northern Ireland - who went to Syria to do a similar project to this one. He can produce a pretty high spec, prosthetic, moulded to the individual within 36 hours Even more astounding is the cost - "medical prosthetics are £20,000 but his team produce them at a cost of around £33 Google has pledged millions to help these projects This is what’s happening now. We’re really not far off a world where in emergencies – say if natural disasters happen we won’t have to ship over supplies at great expense. People will be able to 3D print the supplies locally – and if it’s relaly remote or access is blocked – we can drone lift the supplies in
- I don’t know about you but some of this stuff gives me goosebumps. And it’s not because they’re flashy new gadgets – I’m not an early adopter! It’s the massive potential for good that this stuff can do. The things I’ve showed you are all in the healthcare field – but the same is happening in education, in political systems, in disaster relief And all that’s been done in this field to date – is just a teensy-weensy toe in the ocean of how digital tech will deliver real impact at scale for – and importantly with – the people who need it. What’s notable about these examples – all of which were given in interviews – is how few of them come from established non-proifts. Just the Macmillan one. The others are from little start-ups, social enterprises, and sometimes big commercial companies. So why are these companies out there helping people – isn’t that what we’re supposed to be doing? NEXT
- We are living in this New Reality – but in the non-profit sector – are we really making the most of it?
- So those are the four aspects of digital transformation That will lead us to success in this New reality If I can I finish on a final plea – one area that we haven’t touched on – but was shouted loudly across interviews The need for sector leadership to be bold – and seize this opportunity
- Across the NR’s interviews - contributors didn’t hold back from tackling the big stuff. This DT process is not just a way to stay relevant and upto date – it is an opportunity to really focus back on the central mission of our organisations Quite a number of people raised the question: if we were setting up now - would we have structured ourselves as we are? Would we be doing the things we’re doing now in the way we’re doing them? Perhaps the answer is “yes”. But some suggested that maybe if we’d had digital tech back then – would our organisations look quite different? We might be able to be more effiicient and saving ourselves some money, We might help our staff to be more productive Or we might actually generate to some new ideas that leapfrog us up to a whole new level of impact for the people who need us. Don’t start with the technology, think about the social value you’re trying to deliver and then how technology might help you solve key challenges you face Now It’s easy to say “go back to square one” and tear it all up - but in practice that’s tough. So let’s start with a more immediate take out from this?
- What was happening before was that sector organisations kept digital strategies separate from the central mission And that just reinforced a 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.
- That might sound totally counter-intuitive in a presentation about digital transformation - However increasingly this separation from the central mission reinforces a perception that digital is just another department with its own goals, rather than an enabler for all. Instead we need central organisational strategies that weave technology throughout everything - for every department, and for all audience groups.
- That might sound totally counter-intuitive in a presentation about digital transformation - However increasingly this separation from the central mission reinforces a perception that digital is just another department with its own goals, rather than an enabler for all. Instead we need central organisational strategies that weave technology throughout everything - for every department, and for all audience groups.
- Fundamentally the way we look at digital tech has go change. This is the time to question how it can affect everything we do. Back in the days when electricity was new organisations used to have ‘Electricity directors’
- Earlier on I already showed some examples of what the world can look like when we tie all of our different tech skills together for common good. I want to emphasize this point because there’s a real risk that we could limit our impact by not looking broadly enough 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 Let me give you an example of what I mean…
- This is a campaign badge. Now it doesn’t have a slogan on it. But it’s sending a powerful message This is a air pollution campaign badge designed by a little design company called Kin based in London This badge has 3 techy bits to it: 1) it has an air pollution sensor, 2) it has GPS 3) It’s connected to twitter 3 separate bits of tech brought together and what do they do? When the wearer goes into an area with over high pollution levels – the badge sends a tweet to the local MP and councillors for that area In digital advocacy - We’ve been asking the question ‘what lies beyond Clicktivism’ for a while now? Maybe it’s stuff like this – stuff that harnesses the power of our supporters out in the world, and uses tech to make a more useful, more creative and richer experience
- Technology used to be painful. Embroiled in - The people who say it isn’t possible are generally wrong these days.
- It’s unsurprising in a changing landscape that there’s a gap between the skills we’ve got – and some new ones we need. The commercial sector is going through the exact same issue. What are we talking about?
- We need to get hold of more of these people – but they’re very in demand. So we need to think different about how to get people we need – it might be partnering with a data grad scheme. Might be seconding people in from companies. Or seconding out some of your staff who you want to upskill.
- It’s called the lean agile model – or the lean start up model – or frankly the get it done quickly and still make it good - model is what it should be called it’s based on the Agile that many of you will have heard of – but it’s got less rules, and it’s more focused on what users need. Essentially it involves picking one problem or user need – starting with what small thing you could do to meet that need, prototyping it quickly, trialing it with real people, finding out what worked or didn’t and then iterating it to make it better It’s what Matt was talking about before – And Futurlearn are a huge success story – at least in part because they operate in this way
- There’s an excellent case study in the online report – from Shelter who have been using this process To tackle the chronic supply/demand issue they have with their helpline – a problem that I know many organisations have. I won’t tell you the full story now. But it’s worth me skipping to the end of it I think Traditionally, in most charities, this sort of challenge would have been the subject of a multiple month (if not multiple year) project process at great expense and significant risk. The new Shelter prototype has gone from kick off to launch in less than 2 months.
- 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, I used them, a lot! – 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
- In short what the many contributors who advised a start-small approach were say was - Don’t try to boil the ocean.
- This point is about the need to do some experimenting If you’re not trying to disrupt what you do then I guarantee someone else is. Innovation work does happen in the sector – of course it does. Innovation teams… But there aren’t many organisations – who when asked had a structured process around this This is 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
- Contributors identified 3 models for experimentation that have all been shown to work. The Shelter example is what we would call a lab approach – getting a cross-discipline group of people together, in a space that isn’t the normal office set up and day-to-day work. And focus on creatively solving one, problem. You can set up labs in-house or do them off-site. Both work. But you need to give them enough money and enough space to have a proper run at it. What Matt was talking about earlier was #3 - an internal/external start up. And one that’s been hugely successful What’s interesting is that both of those example are using the same basic lean methodology – for different purposes at different scales. These are described in depth in the online report
- There is now a tool out there for everything. And most of them have been designed first and foremost to be user friendly – which already gives them a leg up over some of the beasts I mentioned before What’s more is that they’ve been designed to work together – a sort of build your own eco systems
- The services out there – and these are just a tiny selection – can be bolted together and shaped to do whatever you need them to do And yes they’re secure And yes they’re cost effective – a lot more so than traditional system most of the time They won’t be right for everyone - but if you’re a small-medium size organisation. Don’t buy the big beast. Get it made from these kinds of things – and you’ll be glad you did.
- So those are the four aspects of digital transformation That will lead us to success in this New reality If I can I finish on a final plea – one area that we haven’t touched on – but was shouted loudly across interviews The need for sector leadership to be bold – and seize this opportunity
- 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
- Focus. Sacrifice one thing that you’re doing to make more room for this process change. Find renewed vigour and new angles for pushing this transformation forward
- If we want to reach further and deliver more social impact – what other big options have we got? This is the only game changer – and I hope this presentation has given you some food for thought.