This document discusses a presentation given by Dan Sutch of CAST (Centre for the Acceleration of Social Technology) on driving social change through digital technology. The presentation covered how digital abundance has led to new business models, the opportunities that smartphones and digital tools provide, and the importance of user-centered design. It also introduced CAST's work in using lean approaches to digital innovation and discussed measuring an organization's digital culture and skills.
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Trustee Conference PM1: Adapting to the digital age: The role of trustees in leading change
1. Drinks sponsors:
ADAPTING TO THE DIGITAL AGE:
THE ROLE OF TRUSTEES IN
LEADING CHANGE
DAN SUTCH, DIRECTOR, CAST
JO WOLFE, ASSISTANT DIRECTOR, DIGITAL,
BREAST CANCER CARE
MEGAN GRIFFITH GRAY, HEAD OF PLANNING,
DIGITAL AND COMMUNICATIONS, NCVO
7 NOVEMBER 2016
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2. WHY, WHAT AND HOW OF DIGITAL
A BRIEF INTRODUCTION
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3. Driving social change with digital technology
CAST
Centre for the Acceleration of Social Technology
CAST works with grant makers, investors and mission driven organisations to
drive social change using technology
Dan Sutch
wearecast.org.uk
@dansutch
6. Driving social change with digital technology
CAST
pocket supercomputers
98% adults in the UK own a mobile phone
71% own a smart phone
56% of 16-34 year olds cite smartphone as the most important device for internet
9. From theeconomic and manufacturingchallengesfacing Toyota, to thedigital, economic and social challengesfacing us
today: lean approaches andco-design provide a framework for risk-reduced,cost effective innovation.
the case for lean innovation: when itis not'businessasusual'
11. Driving social change with digital technology
CAST
workable products (agile development)
12. three layers of value across each area of our work
TEST AND EVALUATE EACH LAYER – THEY DON’T WORK INDEPENDENTLY
wearecast.org.uk
13. This requires:
• Creativity and imagination for how else we might address
these issues
• Risk taking and testing of these new approaches
• Entrepreneurship and willingness
• Aspiration, persistence and tenacity
• (openness, collaboration...)
The use of digital technology provides remarkable
opportunities to redesign how we address persistent social
challenges
wearecast.org.uk
Integration (the potential of digital)
14. DIGITAL CULTURE – A CONTINUUM
Rejecting
Experimenting
Organising
DevolvingStageofDigitalCulture
Time
15. THE DIGITAL CULTURE CONTINUUM
Rejecting
Don’t want to engage in digital, limited activity
Experimenting
Organic, chaotic activity, willingness but no plan
Organising
Centralised, under one function
Devolving
Decentralised with a clear framework, digital enhances all functions,
constantly evolving to reflect technology advancement
BCC is
here!
17. Technology
Underlying technology used for
digital/technical development
Channels & Devices
Platforms, products and devices used by users
to access content
Audiences
Identifying, segmenting and understanding
users
User Experience
The management of the overall digital
experience, tailored to segments
Content
Creation and management of assets
Campaigns
Management of marketing communications
Analytics
Performance measurement and optimisation
Governance
Governance of digital activity to ensure it
meets organisational needs
23. CHAMPION
Full of passion for digital and with a good grasp of
how an organisation’s strategy can be enabled by
technology, the Champion will push for digital to
be prioritised at Board level.
Can be found adding digital to the agenda at
Audit &Risk and Finance &General Purposes
Committees.
Not likely to be interested in the operational
detail on content and campaigns.
24. ENTHUSIAST
Although not a digital expert, the Enthusiast
appreciates the potential for digital within the
charity and supports new digital initiatives at arms
length. They’re permissive and positive.
Can be found retweeting the charity’s Twitter
posts.
Not likely to ask for a System Architecture
Diagram or anything technical
25. DIRECTOR
Perhaps they have a digital or IT role in another
organisation, or they have had a bad experience
with a digital project gone wrong. The Director
wants to guarantee digital success.
Can be found critiquing the latest draft of the
digital strategy and roadmap.
Not likely to hang back when invited to help set
direction.
26. PROTECTOR
If you need someone to actively support your
digital team (or solo digital officer), the Protector
is your best bet. They will happily jump into the
detail and act as a mentor.
Can be found coaching the Head of Digital before
the next Senior Management Team meeting.
Not likely to tolerate negative feedback about
digital staff.
27. CHASER
It’s not happening fast enough according to the
Chaser. This trustee comes from a commercial
background where going off the pace of digital
transformation costs market share.
Can be found challenging the status quo at board
meetings.
Not likely to join the trustee social media training
- they don’t have the time.
28. GUESS WHO?
Champion
Full ofpassionfordigital andwith
digital andwith agood graspof
graspofhowan organisation’s
organisation’sstrategycanbe
canbeenabled bytechnology,the
technology,theChampionwill
Championwill pushfordigital to
digital tobeprioritisedatBoard
atBoardlevel Enthusiast
Althoughnotadigital expert,the
Enthusiastappreciatesthepotential
fordigital withinthecharityand
supportsnew digitalinitiatives at
armslength. They’repermissiveand
positive
Director
Perhapstheyhavea digitalor IT
rolein anotherorganisation,or
theyhavehadabadexperience
witha digitalproject gonewrong.
The Directorwantstoguarantee
digital success
Protector
If youneed someone to
actively supportyourdigital
team(orsolo digital officer),
the Protectoris yourbest bet.
Theywill happilyjump into
the detailandactasa mentor.
Chaser
It’snothappeningfastenough
accordingtothe Chaser.This trustee
comes fromacommercial
backgroundwheregoing offthe
paceofdigitaltransformationcosts
marketshare.
30. ROLES AND RESPONSES
Champion
Full ofpassionfordigital andwith
digital andwith agood graspof
graspofhowan organisation’s
organisation’sstrategycanbe
canbeenabled bytechnology,the
technology,theChampionwill
Championwill pushfordigital to
digital tobeprioritisedatBoard
atBoardlevel Enthusiast
Althoughnotadigital expert,the
Enthusiastappreciatesthepotential
fordigital withinthecharityand
supportsnew digitalinitiatives at
armslength. They’repermissiveand
positive
Director
Perhapstheyhavea digitalor IT
rolein anotherorganisation,or
theyhavehadabadexperience
witha digitalproject gonewrong.
The Directorwantstoguarantee
digital success
Protector
If youneed someone to
actively supportyourdigital
team(orsolo digital officer),
the Protectoris yourbest bet.
Theywill happilyjump into
the detailandactasa mentor.
Chaser
It’snothappeningfastenough
accordingtothe Chaser.This trustee
comes fromacommercial
backgroundwheregoing offthe
paceofdigitaltransformationcosts
marketshare.
For those of you who I haven’t met yet, I help to lead cast…the centre for accelerating theuse of tech for social good
We work with a range of social organisations to help create and harness tech to achieve charitable objectives. We’ve been operating in this space for the past 10 years, including developing NT into the leading techforgood grant funder in the UK>.
I’m hoping that what I can share today is what we’ve learnt from a lot of failures and learning points, as well as successes and new insight.
Why is digital important?
We know that the use of digital technology has had a profound effect on so many areas of our lives – how we communicate, work, learn, shop, even how we date.
Just as profound is the shift in how many people search for information and access resources. With over 100 billion Google searches a month, people looking for support very often expect a digital-approach first.
For charities to remain relevant in a digital world though and to ensure they meet the needs of people who expect digital-first solutions, we must find ways to harness technology to achieve our charitable objectives.
Massive transformation – high street
Abundance in an age of poverty and paucity of social justice, digital offers a chance to focus on abundance, and to create asset-based approaches more than ever before.
I talked about digital abundance and an opportunity to realise asset based approaches.
Today most people, 98% adults own a mobile phone, 71% own a smart phone
In fact – we’ve a history in our sector them: expensive, unused, troublesome tech
Often well intentioned, well thought through and well researched.
Often to actual implementation of the tech is good.
But it doesn’t respond to how people actually behave – and because of that, it means non (or very little) of the social value we’re aiming to create is realised.
So we need a trusted process to help us do this – that helps us respond to people’s everyday behaviour whilst ensuring we pursue our social objectives. The ‘lean’ process – often linked to tech companies, actually originated with Toyota where they had to respond to a changing economic context to develop a process to innovate while reducing risk, reducing cost and reducing waste.
At the heart of this process is test-driven, user focussed development.
One of the greatest opportunities through digital isn’t the scale of reach, new business models but the ability to test better and more quickly by seeing howpeople behave with your ideas/products. Responding to this behaviour and shifting your offering until it matches their behaviour with your social ambition is an incredible opportunity to create huge impact
If your grand vision is a car – what is at the core? Getting from A to B quicker than walking. So test your skateboard and get feedback. It may be that’s enough (saving time and money) – or, responding to the testing, you may need to develop it (with steering or seats etc). The core is to identify this MVP, test it with real people and respond to that feedback. The risk in development becomes front-loaded and much smaller than building something big that (you find out when you’ve run out of time and money) doesn’t meet the needs/address the problem.
layers of value - but also focussing on moving from one stage to the next - not seed and scale, but growth
Link to charities context now
End at 230
2.30
Hand over to Dan
ICE BREAKER – FINISH AT 2.46
Who sits on your board – not their names,but their personas?
Are there any personas we need to add?
Within your organisations – what are the key challenges in using digital?
Share one ‘shared challenge’ per table
ICE BREAKER – FINISH AT 2.46
Who sits on your board – not their names,but their personas?
Are there any personas we need to add?
What’s the main action you can take from here…
2 mins write it down (share it if you want, tweet…)