Trustee Conference PM1: Adapting to the digital age: The role of trustees in leading change
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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 Partner sponsor: Media partner: Lead sponsor:
- 2. WHY, WHAT AND HOW OF DIGITAL A BRIEF INTRODUCTION Drinks sponsors: Partner sponsor: Media partner: Lead sponsor:
- 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
- 4. Driving social change with digital technology CAST 100,000,000,000
- 5. wearecast.org.uk (digital) abundance Largest taxi company, owns no cars Largest accommodation provider, owns no hotels, rooms or beds 13 employees when valued at $1bn
- 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
- 7. Driving social change with digital technology CAST white elephants
- 8. Driving social change with digital technology CAST digital architecture
- 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'
- 10. Driving social change with digital technology CAST test driven (user centred)
- 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!
- 16. 16
- 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
- 18. BECCA The support service for women moving forward after breast cancer
- 19. MEASURING DIGITAL SKILLS (AND INCREASING THEM)
- 20. QUESTIONS 20
- 22. FIVE PERSONAS GOTTA CATCH ‘EM ALL! champion enthusiast director protector chaser
- 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.
- 29. CHALLENGES 29
- 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.
- 34. Driving social change with digital technology CAST ben-evans.com socialtech.org.uk wearecast.org.uk/fuse castfellowship.wordpress.com links
Notas del editor
- 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…)