Technology as Strategy
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Transcript of Technology as Strategy
Technology as Strategy
Tom LehmanLehman Associates, LLC
Lehman Reports
thedatabank Users Conference
September, 2013
Lehman Associates, LLC
• Strategy Consulting and Research Firm
• Technology strategy
• Web / Internet / Social Media Strategy
• Customer Satisfaction, Market & Member Research
• The Lehman Reports™ industry research series
• Nonprofit and Supplier Companies
• Founded 1992, Alexandria, VA
• AMS Use and Satisfaction 2006-2013
• AMS International: CA, AU, UK 2010, 2013
• Association Technology Study 2011-2013
• Donor Management Systems, NTEN, 2013
• New Snapshot survey series
Technology Landscape Map
Trends: At a broad level
• Interactivity, not just information access
• Engagement, not just communications
• Community, not just networking
• Mobile, going beyond remote access
• Configurability replacing customization
• Cloud-based, online rather than in-house
• Technology as Strategy, innovation, success
Impact of Enhanced Technology
Customization Example
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Time
CustomCoding
ConfigurationApp
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Tech
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Evolving Role of Technology
Technology Introductio
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Technology as Tools
Technology as
Strategy
Investment
Investment
Cost CenterLinear
Exponential
ROI Potential
Innovation Scale
Short Term Fixes
Process Improvement
Transformational
Obama: Technology as Strategy
• Huge investments in big data and analytics, data-driven messaging and targeting
• Predictive analysis, likelihood to vote for Obama, trends in voter preferences, identify at risk voters, continually updated
• Cross-channel integrated marketing• Extensive online presence for key message delivery and
positioning• Social media, mobile campaigns to engage through
experience, convey campaign themes through experience• Highly targeted marketing, campaigns for specific, narrow
segments• Micro-fundraising, adds up, reinforces connections and
engagement
One Indicator
Online Display Ad Impressions (MM)
ContentWebsite
Communication
Collaboration
Social
Interlocking Content Marketing
Highest growth and most effective models are in the overlaps
Both internal and external perspective
Circle of Engagement
Realizing One-to-One Marketing
• Interest driven-marketing, content• Micro-segmentation• Predictive analysis, marketing tools• Dynamic content, deep personalization• Inclusion of behavior-based indicators• Role of crowd sourcing, Kickstarter as
a planning / engagement model • Mass customization < Link >
The Promise of CRM
• Greater knowledge / insight about donors• Alignment between organization goals and
messaging and donor interests / expectations• In-depth understanding of trends, patterns,
and variable interactions• Market segmentation and targeted services• Prediction and forecasting, anticipate needs
and interests• Deeper engagement with constituents
The Promise of Engagement
• Greater understanding of the dynamics of participation and giving
• Increased visibility and awareness
• Retention, loyalty, increased contribution
• Word of mouth, personal fundraising
• Advocacy, show up
• Relevance in the large mix
Limiting FactorsCRM and Engagement
• Data• Analytics• Expertise and Culture
• Engagement Measurement
• CRM Capabilities
CRM Big Data• 360 view of constituents, operations,
marketing, advocacy • Deep data, multi-stream• A driver of integration to capture
increasing levels of digital interactions• Giving / purchase patterns, correlations• Critical for CRM and other functions,
but not actionable in its raw form
Data ChallengeAssociation Example
Exhibits Management
Advanced Reporting / BI
Social Media / Community
e-Learning
Online voting tools
Job boards
Email marketing
Enhanced meeting registration
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Projected adoption within 12 months Currently evaluating
Lehman Reports Association Technology, 2012
Driving deep, two-way integration requirements
Internal Systems Integration
• Donor Management Systems• CRM and data appends /
overlays• Online and Offline Fundraising• Advocacy • Email• Analytics Tools• Website
Analytics
• Turn data into actionable intelligence• Multivariate, longitudinal • Underlying drivers, trends, patterns• Decision information• Advanced reporting, dashboards,
decision systems• Increasingly provided by third-party
services
Advanced Reporting / BI Challenge
Lehman Reports AMS, Association Technology, 2011-2013
Analysis Levels
• Operational – looking back– Counting, one variable over time or other single
measure, basic segmentation– Benchmark current against past, limited straight
line projection• Analytical – looking forward
– Multivariate– Influence of multiple variables, identification of
key levers or inhibitors, advanced segmentation– Predictive analytics, useful for strategy and
planning
Dashboards
Operational Dashboards
Analytical Dashboards
0% 20% 40% 60% 80% 100%
Current use Plans to use Evaluating
Use projected to double within 2 years
Lehman Reports AMS, 2012
Measuring EngagementA form of segmentation
• Scores from CRM, social media, other applications
• In-house scoring / measurement scales• Separating meaningful indicators from a
multitude of activities is challenging• Weighting activities• Frequent topic of conversation, subset have
begun the process• Fewer understand the commitment involved• Potential payoff is high, however
Status: Measuring Engagement
26%
48%
26%
Engagement Measurement Status
Using some type of scoring
Taking about this, no action as yet
Not a topic for us
Lehman Reports Snapshot 2013
Challenging, Early Stage
Big Data in Commercial Firms
Only one quarter collecting the data required
While fewer than half of those say they have sufficient resources to make use of it
Expertise
Culture
Commitment
Mobile
Another channel of access …
…. Or something more?
Mobile Internet
Tablet as Primary Computer
Business Insider Survey, 2012
The Multi-device Connected Segment
More than another Internet device
• Significant differences in access models, User scenarios• More transactional, bursts rather than sessions
• More immediate with more explicit triggers
• Overlay of location and time
• Takes place in the midst of multi-tasking
• Tablets and phones offer different access models
• iOS vs Android – different segments for online use
• Marketing / promotion models change
• Apps as browser replacements. apps versus HTML5
• Mobile First strategy worth considering
Technology as Strategy• Alignment – goals driving technology• Forward focus, what is possible• 360 donor view, in-depth knowledge• Greater personalization, one-to-one marketing• Integrated content, high value in the overlaps• Strategic investment vs. cost center• Organization outcomes, not IT results• Advanced management reporting / BI• Changing role for the CIO and IT
Technology-independent IT Strategy Planning
• Resilient to rapid tech changes
• Flexibility to adopt new models / tech
• Importance of adoption cycles in technology decisions
• Investment in platform, direction, capacity – positions for future needs
SpecificTechnology
All organizations should have a strategic IT plan, a vision and framework to guide technology
investment
Changing Role of ITMore about
– Being a strategic resource to help leverage technology to achieve organization mission and goals
– Management of the tech environment and providers– Big data, analytics, application integration– Technology education of possibilities, opportunities– A focus on outcomes, contributions
Less about– Operating technology– Purely reactive support function– Application training– Focus on input and activities
New opportunities for IT to be involved at a strategy level
Questions and Discussion
Tom Lehman
President
Lehman Associates, LLC / Lehman Reports
Alexandria, VA
703-373-7550
www.LehmanConsulting.comwww.lehmanreports.com