10 tweet summary of NFP Tweetup 33

This NFP Tweetup included sessions on PPC, Oxfam’s digital fundraising work – and app – and Cancer Research UK’s digital transformation. Lots of great ideas were shared – I’ve tried to pull out 10 of the very best tweets to summarise the event.

The Case for Investing in Adwords – Kate Sanger, Head of Communications at Jo’s Cervical Cancer Trust

They worked with a paid search agency, but with the explicit upfront aim of upskilling the in-house team.

The agency audited and restructured their ad copy. Incorporated call out and phone extensions. Refined keyword matching so it wasn’t just ‘broad match’. Set up an information flow between analytics data and PPC performance data. Added ‘do you need adwords?’ question to the comms brief that the digital team receives.

The My Oxfam app and more – Matt Jerwood, Head of Digital Fundraising at Oxfam UK

The Oxfam App displays content for the period during which you’ve been a regular giver. The idea is to show the impact of your donation.
The app displays third party news, to increase credibility.

It shows your gift history, and displays income generated from items you’ve sold in Oxfam charity shops. It lets you manage your direct debit level in-app, moving it up or down.

There isn’t currently a designed journey for people who dial down their direct debit – e.g. prompts or encouragement to increase it after a period of time. Again, the app is very much about the soft cell.

I bet the CRM integration was really complicated. But for the user, the experience is simple. That’s the way it should be.

No firm evidence of success yet, but initial results suggest that it improves retention.

They’ve improved the single donation experience too. They added Apple Pay and PayPal payment options, massively reducing the time needed to make payment

We didn’t get stats on the impact on the donation value or reduction in dropoff at the payment page.

From dinosaurs to digital masters: our mission to change our DNA at CRUK – Kate Simmons, Head of Customer Experiences at Cancer Research UK

Cancer Research UK surveyed people’s experiences of working with the digital team.

People felt that digital was something done to them, rather than something they had control over.

They produced a word cloud and the biggest word was ‘patronising’.

The CRUK team survey relationships with other teams every 2 weeks.

You need to recognise that people go through a change curve. It’ll get emotionally difficult before it gets better. You need to look after your digital team and build their resilience to help them with this element of their work:

Interesting lessons from advanced hub-spoke model: people feeling out of place and leaving

So empower people to make change in their own teams after you’ve upskilled them through cross-team digital working. And if they don’t feel part of the digital team, but don’t feel part of their original team either, help craft a third identity for them.

Cancer Research UK avoid the words: “digital”, “agile” and “ways of working”. They set up a Modern Marketing Academy.

Aside: Cancer Research UK made the case for improving findability on their intranet by working out how much time was being wasted by the poor user experience, and what the resultant cost was.

Some recommended follow-up reading:

Behavioural psychology approaches to service design – Alisan Atvur

Below is a video and summary of a talk by Alisan Atvur at the Camp Digital conference.

Psychology knows that behaviour is seldom rational. So we need to study behaviour.

Create a common design language with “nonviolent communication”

Marshall Rosenberg argued that there were 3 categories of non-violent communication:

  1. 88 human needs
  2. 91 positive feelings we wish to experience
  3. 153 negative feelings we want to avoid

To be non-judgmental, clear and constructive in our use of language, use a “Rosenberg deck” of feelings cards as a conversation prompt.

Map behaviours with “rational emotive behaviourism”.

Albert Ellis, the founder of CBT, argued that Activators trigger Behaviours, which lead to Consequences.

Map out a user journey. Use an Ellis Matrix. Identify the causes of user behaviours. Propose what new Consequences could be, and what new activators and behaviours could be.

Map motivations with “guiding self ideals”

A lot of we do is a result of feelings of inferiority. (See the work of Alfred Adler.)
We seek a “fictional final goal” – if I do [BLANK] I’ll be finished and happy.

So ask ourselves: what would happen to us as an organisation if we never tried to solve this problem?
What would happen to the user if we never tried to solve this problem?

Then ask: What is an aspirational place for us to be? What if we did do this?
Can you clearly indicate what the result would be? – for us and for users

You need to map this out to get an overview of a potential new area of work.

Good leaders and designers empower the team

Lao Tzu quote on leadership, from Tao Te Ching:
“A leader is best when people barely know he exists, not so good when people obey and acclaim him and worse when they despise him. But of a good leader, when his work is done, his aim is fulfilled, they will all say we did it ourselves.”

Digital Transformation – Charity Comms networking event

“What does it actually mean, and what does it look like for your charity?” This post is a quick summary of the most interesting ideas that came up in discussion at this Heads of Digital networking event, 15 March 2017. The event was held under the Chatham House Rule, so I won’t be sharing anything identifiable.

Upskilling everyone equally might not be as useful as significantly upskilling some key individuals.
Build a community of product owners, train them and empower them through management of their own backlog and budget.

Digital transformation sees digital outgrow its regular home in communications and move into:

  • Service delivery
  • Business transformation
  • Making sure that the organization meets user needs.
  • Foundational business processes and infrastructure.

Don’t be proscriptive with change. Instead, invite teams to let you know where you might be able to help them achieve their goals more effectively with digital tools.

If you start by optimising a small number of key user journeys, this can give you a clear way in.
Follow this thread towards transformation. The necessary changes emerge organically, and it’s easier than getting buy-in upfront.

Management and Leadership of the Agile Organisation

Notes from a talk on Agile management and leadership culture at the Digital Project Managers meetup on 9 March by Chris Davies. Video available.

 

A large number of the reported causes for failed agile projects are management-related.

ranking of leading causes for agile failure, highlighting cultural factors

This is down to management’s way of thinking.

Why do managers think differently?

Managers still often follow the scientific management principles of Frederick Winslow Taylor:

  1. It is possible to know all you need to know in order to plan what to do.
  2. “Planners” and “doers” should be separated.
  3. There is only one right way to do things.

The harmful divide between “Planners and “Doers”

This distinction between “planners” and “doers” causes an uneven power dynamic.

The powerful (planners) are focused on ambition, politics, mistrust, greed and fear.

The powerless (doers) are focused on resentment and resignation.

This approach is manifested in management creating plans for resources to follow, in milestones, steering groups (the idea that these people set direction and the doers just follow along), progress reports, measuring individual performance, annual budgeting, organisation silos and timesheets.

The split between “planners” and “doers” may have made sense in the early c20th factory system, where you didn’t have an educated workforce. But it doesn’t make sense now that university education is widespread – and it particularly doesn’t make sense for knowledge work, where the “planners” probably won’t be expert in the fast-changing specialist domains of their subordinates.

As Steve Jobs observed:
“It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do”

Why do we tell people how to do their jobs?

We tell people how to do their jobs if the outcomes we want aren’t materialising.

We set objectives, then make plans to meet these objectives, and then carry out the necessary actions.
But we might not get the outcomes we want.

This can happen because of problems in the flow between these steps:

  • Knowledge gap: a difference between what we think we know and what we actually know. Assumptions.
  • Alignment gap: a difference between what we want people to do and the actions people take.
  • Effects gap: a difference between what our effects are and what we want them to achieve.

How does scientific management approach problems?

  • Knowledge gap: give me more detailed information
  • Alignment gap: I need to give you more detailed instructions
  • Effects gap: need more detailed controls

This disempowers people in the organisation.

How else might we approach problems?

Scientific management isn’t the only approach. Prussian General Von Moltke in 1869 advocated a different way.

  • Knowledge gap: “Do not command more than is necessary or plan beyond the circumstances you can foresee”
  • Alignment gap: “Communicate to every unit as much of the higher intent as is necessary to achieve the purpose” Intent more important than how to achieve it in practice.
  • Effects gap: “Everyone retains freedom of decision and action within bounds” everyone decides how to achieve that purpose.

So a superior management approach is to establish alignment on intent and give autonomy on actions.

  • Define and communicate intent
  • Allow each level to define how they will achieve the intent of the next level up and ‘backbrief’
  • Give individuals freedom to adjust their actions in line with intent.

diagram showing how the knowledge, alignment and effects gaps can be resolved

 

graph showing impact of high and low alignment and autonomy in combination

Some examples of this approach

  • A BA check-in staff member was presented with a gold customer running late for a flight that was taking off in 20 minutes. All the formal rules suggested that nothing could be done, and she couldn’t get in touch with her manager or with customer services. So she took the initiative to hold up the flight and personally escort a gold customer to the gate, allowing him to make his flight. This was against formal rules, but in alignment with the company’s values “To ensure that BA is the customer’s first choice through the delivery of an unbeatable travel experience.”
  • Netflix avoid top-down decision-making. They focus on ‘context, not control’.
  • Submarine Captain David Marquet (author of Turn the ship around) divested control to his subordinates. Instead of giving orders, he’d ask people to tell him what they intended to do. He’d then potentially ask a few questions. He’d then give assent. Subordinates would internalise the required dilligence, and grow in their own competence and professionalism. His focus was on providing clarity of purpose.
  • Buurtzorg – a nursing company predicated on empowered, independent teams of nurses. Teams hire their own people, and decide how to operate. Patients love it because nurses spend more time with them. And yet the need for care is 40% less than it is in other organisations. The US would save $49 billion a year if it had this system.
  • Favi – brass foundry. Legendary for on-time elivery, having not missed a deadline in 28 years. Staff empowered to do what it takes to get results, including delivery by helicopter if that’s what’s needed. This builds trust in delivery and the brand, far beyond the costs.

Changing culture results in bigger gains than changing processes

Simply adopting agile practices will generally give about a 20% benefit.
Adopting an agile culture gives about a 300% benefit. This is much more powerful.

How people rewarded or punished in an organisation determines your values. Management sets boundaries by how it treats failure. Any cultural change needs to address this.

You need to evolve into theory Y management to realise benefits from agile. Change from theory X management to theory Y management.
Put in place supporting structures, processes and practices.
Role model these behaviors by people with moral authority in the organisation.
Recognise that work is accomplished by teams not individuals. Monitor and value groups.
Divest control within teams. Give teams autonomy and boundaries to work unimpeded.
Encourage people to explore and challenge their personal beliefs. They’ll leave if they don’t like it.

Command and and control versus team-based approaches to work:
diagram showing the difference between top-down and team-based approaches to work

How to change the world – Mike Monteiro

Below is a video and summary of a recent talk by Mike Monteiro. A transcript is available. N.B. NSFW language.

The world is bad because we made it this way. “The world is designed to work this way.”

When people talk about changing the world, ask: “How? For who?”
For all the excitement about Uber and AirBnB, the service economy is nothing new. “There’s nothing disruptive about rich people getting richer.”

How to change the world

  1. Get ignorant.
  2. Realise that the world as designed works in our favour. What if that wasn’t the case?
    The Veil of Ignorance is “The single most important political and ethical concept in a designer’s toolbox.”

  3. Look like the world.
  4. “Our diversity is our strength, and we’re idiots for not leveraging it.”
    If people have narrow life experience, you just get “white boys solving problems for white boys”.
    “They’ve never been harrassed, so it doesn’t even occur to them that that’s a problem you have to solve for.”
    Similarly with cabs refusing to stop, or being assaulted,

    “Empathy is not enough – we need inclusion.”
    The point isn’t that any particular experience or classification makes you a better designer. People are just better informed about themselves than they are about others.
    Our teams need to reflect the diversity of who we design for. It’s not just about race or gender, but experiences, needs, thinking, solutions.

  5. Design the right thing
  6. The AK47 is easy to use, easy to manufacture. But design is about more than this.
    “Nothing who’s primary purpose is to kill can be said to be designed well.”
    “Attempting to separate an object from its function, in order to appreciate it for purely aesthetic reasons, or to be impressed by its minimal elegance is a coward’s way of justifying the death they have brought into the world and the money with which they’re lining their pockets.”

    “Design is a trade done for money, but we have a choice about how we make that money.”
    “Your role as a designer is to leave the world in a better state than you found it.”
    “You are responsible for what you make.”

There are big design problems for us to solve

  • Global warming
  • The migrant crisis
  • Guns in the US

We’re lucky people – so we’re responsible for helping others who weren’t as lucky.
Change how we design and who designs.
Use your time on this world in the interest of making others free.

10 tweet summary of NFP Tweetup 32 – Getting off to a good start

Here’s a 10 tweet summary of last night’s NFP Tweetup. I wasn’t actually able to attend the event, but that’s no barrier to summarising the best material from twitter 🙂

Innovation and failure – Luke Williams, RNLI

Set up organisation-spanning structures to keep an eye on trends:

Formal approval processes often take longer than tech implementation work:

How to decide whether to jump a trend:

  • Where is this trend in its lifecycle? Has it peaked? Which other organisations have taken part?
  • Can we relate it to our organisation?
  • What time/resources do we need to make it happen?
  • How do we make it authentic to the trend?
  • Does taking part present any risks?

RNLI are using chatfuel.com to build a Facebook bot.

Tips for getting buy-in for an idea:

Writing a digital brief – Jonty Sharples, Hactar

Headline structure for a digital brief:
https://twitter.com/MrNathanMurray/status/823966911654404096
Start with the user need and then think about the product. Not the other way round.

Digital Transformation approaches and language – Joe Freeman, Breast Cancer Now

Some resources on transformation recommended by Joe:

View story at Medium.com

View story at Medium.com

Eat Sleep Work Repeat podcast

Transformation but not as you know it…

Digital transformation is mostly about culture and ways of working, not technology

Tactical tip: fundraising events teams are usually very receptive to new ways of working to help them reach their goals:


(This has been my experience too.)

Two tools for measuring how well your organisation is doing digitally:

Digital Maturity Matrix

Could you be a Digital Superhero? Julie Dodd (Camp Digital 2016)

Here’s a summary of Julie Dodd’s talk at this year’s Camp Digital conference.

Julie argues that digital superheroes…:

  1. Make products that really help people

    e.g. the Ugly Mugs app, built for sex workers to make sex work safer, or Tony Canning’s use of 3D printing to reduce the cost of prosthetic limbs from £20,000 to £40 – and reducing production time from months to hours – and making the technology available open source so that others can use it.

  2. Use any tool or platform that they can get their hands on

    BBC used Whatsapp at the height of Ebola in Sierra Leone in 2014 to provide information. Largely simple infographics. Reached 20,000 people in the first 3 months who were otherwise very hard to reach. The BBC used existing technology as it was cheaper, quicker and more effective.

    Crowdfunding sites – e.g. Kickstarter and IndieGogo – reduce the need for people to go through a middleman. Charities need to think what this means for them.
    Girl Scouts in America used IndieGogo to raise funds after rejecting a $100,000 transphobic donation. The troop of Girl Scouts that turned down the donation started a crowdfunding campaign that raised 4 times as much money – and sent out a powerful message about inclusion. They also changed the policy of how the national organisation takes donations.

  3. Aren’t frightened to try new ways to do things

    For example bringing in service design thinking or agile methogologies.

    St Mary’s Hospital in Paddington has created the ‘Helix centre’ innovation lab. It’s focused on lean, iterative solutions and combines online and offline. Projects include increasing rates of bowel cancer screening, offering guidance for clinicians on how to communicate about end of life care, asthma management tools for kids, dealing with storage of IV fluids.

    The Town of Jun use twitter for civic discourse and interactions – e.g. booking an appointment with the doctor or making a complaint. Everyone was trained. Saw a rise in public workers being thanked.

  4. Can be found anywhere – not just in tech.

    Google studied a favela in Rio, and didn’t expect to find much technology. Rather, they found a flourishing ecosystem, with radio stations, cyber cafes. With the proliferation of smartphones, people often ‘leapfrog’ the desktop ‘stage’ of development.

  5. Can have significant impact on organisations.

    The British Library now conceives of itself as a data institution, rather than a custodian of physical objects.
    The #tweetmythesis movement encourages academics to share their thesis in a tweet.

  6. Can have an impact in major commercial brands too.

    Barclays set up Digital Eagles programme, driven by the profit motive of reducing cost by moving more people to online banking. (And thereby reducing interaction costs, e.g. staff and branch costs). So it has trained 20,000 staff to train people across the community.

  7. Should work for organisations interested in changing.

    When researching “The New Reality” Julie found some organisations just weren’t interested in digital transformation. She thinks many won’t survive a decade, and wants to spend her energy not fighting those ones to change, but working for the ones that do want to change.

A few miscellaneous recommendations:

  • Recommended meetups: Citizen Beta and Tech for Good
  • “Apps without marketing are pointless”
  • If you do pro bono work with a charity, make clear the equivalent financial value. Otherwise they won’t value it because it’s free.
  • “Asking people to experiment is easier than asking them to commit”

Agile Planning – How to plan quickly and collaboratively

A summary of the 02/08/2016 Digital Project Managers meetup on agile planning.

Estimating jobs

Gather the whole team for this exercise. e.g. UX design, developers, testers, product managers.

Discuss each job, and collaboratively rank the jobs in order of complexity.
Think about all the work that will be required to get this job ready to go live.
For each job, some elements might take more time. E.g. UX might take a long time on one job, but the development might be quick. So you need the different perspectives involved in the discussion.

Groups similarly-complex jobs together.

Apply T shirt sizes to these groups: S, M, L, XL, XXL.

If you have anything XXL, break it down into two or more different jobs.

Assign ‘story points’ to each job, based on its size:
S: 1
M: 3
L: 5
XL: 8

(If you’re running an internal team, there’s no need to think in terms of hours.)

Estimating velocity (how much work you can get done in a given time period)

If you’re an established team, you’ll know from experience how much work you can complete in a given period.

If you’re a new team, you’ll need to collaboratively estimate how much work you think you could carry out in a given development sprint (e.g. 2 weeks).

Work through each of the jobs, and combine them into groups showing how much you think you could carry out in a sprint. Then total the number of story points of the jobs in that group.

Once you’ve done this 10 or more times, work out the average number of story points per sprint. (Round down to the nearest whole number if required.)

This is your estimated velocity – the number of story points you think you can complete in a given sprint.

Prioritising jobs to build a plan of work

Prioritise all jobs using force rank: the highest priority job goes at the top, the lowest at the bottom. Nothing has equal priority.

You can also factor in sequence dependencies (and so promote some jobs that are required to allow you to complete other, higher priority jobs) and highlight milestones (points where you’ll have something specific to show off).

Once you have this ordered list of jobs, lay them out into separate sprints, totaling the number of story points you think the team can achieve during that sprint.

N.B. to adjust for team size, the time of year (e.g. holiday season), and to leave a % for emergent scope: between 20 and 40%, depending on how confident you are that the stories are comprehensive.

Managing ongoing development

Scope is variable. The plan isn’t fixed – it’s an overall route map.

Estimates are fixed. Once an estimate has been made, don’t change it. Retroactively changing estimates wastes time, and disrupts your statistics.
If you aren’t able to get through as much work as you expected, you need to have this recorded in the sprint burn-down. Reflect on this in the sprint retrospective. Re-project your velocity as required.

New stories are sized with reference to existing stories. This makes it quicker to estimate new jobs, as you can compare them to other similar jobs already completed. So estimation becomes easier and quicker over time.

Update your burn-up chart each sprint.Track the speed to the target (velocity) and the distance from the target (scope).

Once your team is established, use their measured velocity and use this to re-project timings. This is more useful than the estimated capacity that you use when planning with a new team.

A 10 tweet summary of NFP tweetup 30

After a short hiatus, the NFP tweetup has returned – this time held at JustGiving’s offices. Here are ten particularly illuminating tweets from the event:

@LucyCaldicott & @Skipinder set up a Facebook group for fundraising discussion

They’ve found it helpful to extend their network.


Recently I attended an event for digital project managers. Most attendees were definitely not in the charity sector. Hearing quite different perspectives – and different acronyms and terminology – was refreshing and illuminating.

The group set up by @LucyCaldicott & @Skipinder is self-organising and non-hierarchical

Modbods is another recommended self-organising digital community. It’s on Google+ and is focused on community management:
https://twitter.com/LondonKirsty/status/740961866860630016

@charlotte_cox worked to move somewhereto_ from charity to self-sustaining social enterprise

They had to work on selling their core offer to customers. Potential customers weren’t actually interested in their core vision/mission, so they had to package things differently.
They’ve boiled their key message down to: “Rent space from us, support creative young people”. (Or, to actually quote their website: “Find and book the perfect space to pursue your ideas and ambitions while giving a young person the chance to pursue theirs.”)

Tips on event social media from @dansmythphoto of @TeenageCancer

Covering a live event on social media doesn’t need to entail incessant posting of content:

Facebook will penalise you for sharing too much similar content.

It’s not always sufficient to just share supporter videos. You need to invest in editing them:

Teenage Cancer Trust re-cut their longer videos to appropriate length for social.
Don’t just cross-post your video on all the different social networks: adapt your content for each.
If you want to share a video on social, make it shorter, and make it work with no sound.

Just Giving’s #poweredbypeople campaign at the London Marathon

Just Giving created fundraisers a personalised page that they could share with their friends. It showed how much they’d raised, and pulled in information on their cause.

“People like presents more than asks.”

Also, snapchat filters are apparently quite cost-effective at the moment, with a good ROI.

Let Them Drown – a 10 tweet summary of the 2016 Edward Said London Lecture, delivered by Naomi Klein

The 2016 Edward W. Said London Lecture was delivered by Naomi Klein at the Royal Festival Hall; entitled “Let Them Drown: The Violence of Othering in a Warming World”. Here’s a short summary of this excellent lecture:

Why should we care about climate change?

Climate change is inherently political. It involves people, power and suffering.

Caring about the environment is not a liberal indulgence. ‘The environment’ isn’t somewhere else – our world is our shared political landscape.


Klein noted that water stress and conflict often correlate: “The brutal landscape of the climate crisis”

Othering and environmental damage go hand-in-hand

Klein identified the pivotal intersection between seeing groups of people as ‘other’ – as inferior and with lesser rights – with environmental damage.

Desire for economic growth is the dominant western value system. The values of indigenous people are seen as less important. So their resources can be exploited without their consent, and their links to the land can be severed.

This ‘othering’ can happen with whole nations, such as Iran, where Orientalism was used to justify the 1953 anti-democratic coup.

And until we recognise stateless people and people fleeing climate change as refugees, we’re failing our fellow humans because we see them as lesser.

What could the future look like?

We shouldn’t just see climate change as caused by a monolithic ‘human nature’. The forces behind climate change – capitalism and environmental destruction – have always been contested.

“Climate change acts as an accelerant for our social ills… but it could be the catalyst for the opposite”

Klein challenged the audience to take a broader view of our lives and their significance. What does it mean to have a good life on this planet?

Klein argued that political and environmental action are inherently bound together. Communities owning and controlling their own renewable energy is an example of the joined-up progress we need.

We can’t just prioritise our own country when thinking about climate change. Doing so is to accept a hierarchy of humanity.

And we can’t just think through the framework of neo-liberal consumer choices. Environmental-political change is bigger than that. You can form coalitions that are bigger than those you’d expect from individual consumer choices alone: