This picture sums it up… either the future, or the hype of the future. This is Periscope – a new live streaming app launched today by twitter. Whatever it becomes, I can already think of some great ways that non-profits could use it.
This weekend I spent Saturday immersed in data and analytics at Measurecamp. I love a good unconference and this definitely is up there, brilliantly organised and lots of brain stretch, and of course I can’t not mention the free t-shirt and laser pointer.
I’m a complete advocate and enthusiast about the power of data and testing. So much so I made the business case, won the budget, and recruited a digital analyst in all of my last three workplaces. Plus an analyst role is on the cards for my current team at Raising IT too.
There’s a huge amount of material generated from the event that I won’t try to replicate here. But I thought what might be useful is a few of the top-line reminders I took away:
- Testing has lots of trip ups and myths.
- For long purchase / supporter journeys they may have made their mind up before you even started your test.
- It’s possible to test a gazillion things, but really you should only test the things you can actively influence and change.
- You shouldn’t necessarily use all the results to judge a test, any ‘whales’ (outliers) should be removed to avoid skewing the conclusion.
- Traditional models assume the environment hasn’t changed. You need an agile analytics approach where there is change to factor in.
- Tools for digital analysis have converged to greater or lesser extent.
- Integrating tracking in your CMS is still a bit technical and time-consuming.
- There’s so many intricacies with integrating analytics correctly that it kept coming up again and again. A few of the people I spoke to were frustrated that they spent more of their time on implementation of tracking than the analysis of the data.
- Key performance indicators need buy-in,actual evidence is not enough.
- You should only publish clear actionable results that people are actively bought into viewing. This take out reminded me of test I did while at one of my organisations. They insisted we printed the whole of the monthly web stats and display them on the notice board … it took a whole three months before anyone returned the ‘claim a prize if you spot this’ slip!
- Attribution models still need expert judgement.
- Last click / first click / weighted or something else, you still need to make a judgement as there’s no clear-cut way to decide what’s best for your activity. Try it and shape it through use.
Now I’ve moved to a new job at Raising IT I’m feeling very reflective about the 3.5 years I worked at UNICEF UK.
My job involved working with my team across three main areas; direct digital delivery (content, marketing and technology), leading the digital strategy and providing internal strategic consultancy, plus the most challenging but rewarding area – digital transformation of the whole organisation.
I’ve written quite a bit about on this my blog over the years but here’s something I wrote for another site recently; an executive summary of how we delivered digital transformation at UNICEF UK.
Plus here’s a pic that gives me flash backs :-)
This weekend I spotted this great presentation in my twitter stream. While Google has got a few dark sides the key messages in this slide deck really struck a chord with me and I wanted to spread the word.
The greatest asset of any organising structure (be it a project, team or whole organisation) is a clear vision and shared values, plus great people empowered to get on with things. I’ve noticed this has been a key ingredient in all of the best projects and teams I’ve been lucky enough to work with.
Tasksquad is a rarity – one of very few charity founded startups, at least to my knowledge. Yet I feel there are so many factors that should make charities fertile ground for entrepreneurial action;
- goodwill support,
- often more forgiving audiences (if you fail for the right reasons)
- and a wealth of expertise in real social issues.
Here’s a storify from the Nesta charity digital innovation event on what everyone had to say about why it’s rare.
— Amy J Burton (@MissAJBurton) June 25, 2014
This is a rather belated post promised to Amy the other day. She promised me it wasn’t a sneaky way to work out my age!
What has changed?
I’ve worked in digital for my whole career and a lot has changed in that time.
In the past 12 months there have been a few moments that have left me practically punching the air with glee because they’ve signalled the non-profit sector is finally maturing its approach to digital. To name a couple; when the opening plenary of the Institute of Fundraising Convention started with a speech about embracing digital in fundraising. The other being when I heard the change of title of the digital lead at a couple of major charities from Head to Director – a much truer recognition of the roles as they’ve been for some time.
From web monkey to specialist advisor
I can remember a time when there were only web officers. Expected to mostly put pdf’s on the website with little to no notice, that’s if people remembered the website was there at all. Now digital has a seat at the strategy and planning table in many organisations – at the very least at a project level.
From custom build to on-demand tools
Updating the website was a thing that only the web monkey knew how to do. It was all a bit techy and there was this complicated hmtl or something. Now we’ve got content management systems and other tools that everyone can use and, in some cases, that dynamically personalise the content, journey and more to the user. This was the stuff of Tommorrow’s World not too long ago.
From under the carpet to KPI
You were glad if you got a few hundred hits (yes – hits!) and quietly shared this with any geeky friends. Then perhaps you started to email and post up your top line web stats probably to an almost deafening silence of no return comments or questions. Now digital stats are part of the report to board members – Marks & Spencer even had its ecommerce stats reported in press.
I could go on I’m sure – but that’s another thing that’s changed, we’ve all got shorter attention spans :-)
There’s been many debates over the impact of digital on brand and reputation. Only recently, it cropped up in a few different ways during a workshop I was involved with organising. Given this, I thought it was time to pull together some thoughts on the theme.
To give a bit of context; the workshop involved a diverse group of UNICEF UK fundraising volunteers playing around with a new Mozilla product. Appmaker helps almost anyone build a mobile web app. It’s still in an experimental phase but already quite progressed compared to the version I helped shape at mozfest last year.
Brand Vs digital
When this issue crops up its still typically presented as opposites. But like most things I’m not sure its helpful to see this as an argument with ‘sides’. This introduces a sense of competition rather than partnership or evolution.
In the workshop this sense of opposition was clear in most of the concerns raised, for example ‘what about your brand if volunteers are creating apps without your involvement?’.
Here’s a break down of the underlying tensions that crop up regularly and the real world factors as I see them.
Look and feel
What: The sense that anything not created by the brand owner is going to be poor quality or inconsistent and that this will damage the organisation.
Most “average joe’s” spend less time looking at your stuff than you do. Anything more than a minor problem is likely to be spotted quite quickly by today’s savvy consumer so the risks here are contained.
The democratisation of technology also means its easier to support non-designers to create reasonably consistent and good quality material if you put the right toolkit in place. If you don’t proactively put a toolkit out there you have to expect more variation and ‘dodgy design’ as people enthusiastically work out ways to hack it for themselves.
Sometimes a person outside the organisation can be more authentic and creative, and therefore more effective. Rather than spending hours trying to include authentic voices, empowering others means you’ve already done that legwork and created a sustainable model.
Open to abuse or untruths
What: The sense that people will use their new power to create an authentic looking app or other digital material to say or do something that’s not right, either on purpose or accidentally. Common concerns are that users will say something on behalf of a brand that isn’t true or funnel money or data into the wrong place.
This is definitely a risk, but its a risk that has always existed. Anyone could knock on a door and claim to be from a particular organisation by brandishing a printed leaflet. Educating consumers has always been a need. Today’s technology may have magnified the problem in some ways but it can also be a part of the solution.
Digital tools can provide ways to ‘lock-down’ elements of the setup so they can’t be tinkered with. Additionally there might be some sort of notification that gets sent to an organisation when certain actions take place meaning there’s a transparent audit trail. An example with Appmaker is that UNICEF UK could possibly create a default ‘donate’ component that links directly to UNICEF’s secure payments and database.
There are also ways that digital can help to authenticate individual users are who they say they are. For example with Appmaker we could possibly create an electronic badge system where the unique badge can only be earned by genuine fundraising volunteers who have been in touch.
Finally, if there’s anything suspicious the thing about digital is that the genuine website and contact points for the brand are just a click away. As I said earlier, consumers are savvy, it’s fairly frequent that we get emails and tweets @unicef_uk checking if something is really authentic.
Aligning priorities and messages
What: The sense that you can’t keep control over key messages and timings if you’ve empowered others to act on your behalf and tailor their material/s for their own community.
If any of these concerns gets me the most riled up it’s this one. By consciously losing a little bit of control you gain the ultimate benefit that marketing seeks; you become a more integrated part of people’s lives. By being malleable to the interests of users you become more relevant and interesting to them personally.
Not forgetting that you continue to control the primary digital channels for your brand and can communicate the priorities to anyone who you’ve empowered. You might also reserve a place in your digital toolkit that will automatically update from central messages.
There’s not many (any?) moral ways you can control conversations or minds so this risk has always been an aspect of marketing.
Do you need designers and brand managers?
Don’t get me wrong, all of this doesn’t mean you can do away with designers or brand specialists. They can create the toolkit, focus on the big picture and keep pushing forward with more cutting edge work. They have a powerful role in making an ecosystem of digital empowerment real.
Digital can magnify the impact of designers and brand managers which is why it befuddles me that this topic still comes up in the language of arguments.
— Tom Phillips (@TomSprints) March 20, 2014
- BarcampNFP and the importance of digital get togethers by Matt Collins
- Thoughts by Paul @watfordgap
- Write up by Alex @thedxw
- Failure swapshop notes from Luke
- Barcampnfp: What is digital? by CauseHub
- Being mindful in a digital world by Kirsty
- Notes and links from Crispin’s SEO talk
- Kirsty Marrin’s Storify of barcampnfp 2014
- Sylwia Presley’s Storify of barcampnfp 2014 – featuring the hardcore #selfie
- Epilogger archive for barcampnfp
What’s this all about?
Barcampnfp is an ‘unconference’ where people from Tech & Digital come together with people from Non-profits (charity, academic, gov, arts & culture etc) to exchange ideas and learning. I’ve been the London lead for a number of years now.
This year’s full day event it took place at The Bakery on Thursday 20 March 2014 and we usually have a half day event during Social Media Week in September.
- Digital first is a mantra that has helped focus organisations on early change journeys.
- Digital first in marketing terms is about integration of channels and consumer journeys.
- Digital first in business terms is about innovation and new business processes, models & products built on the backbone of new technology and new behaviours.
- Digital first is not digital only. It is digital by default i.e. Digital as the first execution of an idea / process.
- Digital first is audience first in a world where most audiences are digital by default.
Not too long ago a couple of people asked me the same question only a week apart; Any tips on managing change? It’s just occurred to me that when I started this blog I promised to post when a topic seemed to be popular. So here we go, this is what I said…
I can tell you change management its hard, frequently unrewarding during the journey, and sometimes you lose clarity on why you started in the first place. But after the ‘event’ its hugely rewarding when you see the final outcome and see people who genuinely want to be there naturally forming a team without you having to force them to.
There will be some people who don’t ever go past the point of acceptance and the best thing you can do, once you’ve helped them knock down as many barriers as is feasible (see the human change curve as something helpful in conversations), is to help them to see if there are other roles or organisations that are a better fit for what they want.
There are lots of very useful resources out there – here’s a couple I think are useful:
What is your experience? what would you have said?