Building a new digital culture - Mind & Sigma [Camp Digital 2018]
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In this talk, the Mind digital team share some of the challenges they faced in developing and beginning to embed their digital strategy, and some of the initiatives they’re taking forward to offer a better experience for users and staff.
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Building a new digital culture - Mind & Sigma [Camp Digital 2018]
- 1. Building a new digital culture mind.org.uk
- 2. Our digital story so far Understanding where we are and defining our ambitions Making the case for change Understanding our users Bringing the organisation along with us What we’re learning
- 3. We understood where we are now and defined our ambitions
- 4. Start by getting to grips with your history, but don’t forget your strengths
- 5. Defining the vision What’s the biggest problem we need to solve? How will this help achieve our organisational goals? What’s special about digital and mental health?
- 6. “How do I deal with this, where do I go to, what can I do right now to help myself?”
- 7. A digital experience that prioritises the needs of people with mental health problems, by offering consistent support through the most helpful and accessible channels, and strengthens long term engagement with Mind.
- 8. Digital provision of services and support Goal: Beneficiaries understand the options available to them at any touchpoint and feel empowered to access support and information in the way that suits them.
- 9. Marketing and income generation objectives Goal: We will deliver a consistent, coherent experience for our external audiences and seamless supporter conversions.
- 10. The use of digital to improve the way Mind works Goal: A consistent and reliable infrastructure and strong skills base, which recognises the power of technology to help us to meet our charitable objectives and achieve efficiencies.
- 11. We made the case for change
- 12. The business case Find and cultivate your champions Competitor research – including out of sector Opportunity cost vs ROI
- 13. Resourcing digital: cultivate the model you need
- 14. From helpdesk to strategic partner Don’t underestimate the importance of good service Establish processes and experiment with ways of working Put users front and centre
- 15. We listened to our users and turned research into new ways of doing things
- 20. We brought people along with us, working collaboratively
- 21. Making things work, together Our role as a supplier isn’t only about the design and implementation: in order to make something that will be sustainable and have impact, we need to find ways to understand our client and their situation
- 22. Balancing business goals and user needs
- 23. Involving the client stakeholders
- 24. Sigma + Mind We didn't work on these things in a bubble but knowing who to involve, and when, does take work. Neither did we start from scratch - we continue to integrate and build on work that was done before. We had to earn trust, involve people, and listen to them. We used "boundary objects", like the ones described, to help people connect with and be part of the work we are doing.
- 25. We’re still learning and evolving how we do things
- 26. Final thoughts Keep personas alive Don’t wait to talk about your work Keep communications going Build buy in by increments
Editor's Notes
- EVE We’ll be talking about our digital story – where we’ve come from and are going to, how we made the case for change, how our users are shaping our work, how we brought the organisation along with us, and some things we’ve learned along the way (and are still learning)
- Listen to frustrations –they’ll help to identify the problem you want to solve. Talked to senior management team and teams. Associated the digital team with saying no. Look to agencies for creativity and big ideas Starting to reposition ourselves by asking about the big ideas that excite them Consistently highlighted positive – we put users’ stories at the centre. Strength of social media content – we’re responsive and courageous – how can we use these principles elsewhere
- Needed a vision to drive towards and a strategy that underpins our organisational strategy. Some of the questions we asked ourselves to tease out the most important elements, rather than thinking about things we could do
- Quote from website research. We can help to unravel this. People really value our support, but are often siloed e.g. our website, online community, local Minds. We could be doing much more with our resources
- Our digital vision – priority is people with mental health problems, consistency and integration needed between touchpoints, consider easier ways into our support and how digital might increase access when and how people need it, provide a more personal relationship Business benefits too – increased brand consistency, long term engagement = higher lifetime value.
- What does this mean in practice? Three goals that would help us think more holistically about digital. Not website and social media but services, our income and the way we work Here, key message is that digital will encourage choice and empowerment
- How can we offer the best experience for our users, whether they are supporters or beneficiaries? How can we reduce current frustrations for users and make the most of this moment for mental health?
- We’re led by our users but for now have a strong emphasis on the internal – we need to build skills and confidence to get to where we need to be, and to stop taking a project by project approach to digital. Use best practice and don’t start from scratch e.g. we’ve adapted the GDS’s design principles because they work
- We know we’ve got big ambitions. How do we bring everyone along with us? How do we resource this?
- Speak to your most senior stakeholders – exec team, board members/trustees. Fundraising = huge growth and appetite for change Competitors are not just other charities – new health tech companies, Wikipedia etc. What’s our future place in this market? Tip – you’ll never be able to pin down ROI entirely. Focus instead on opportunity cost. If you don’t do this, how will you get there?
- EVE to GARETH – Probably the most contentious and challenging issue for us internally. Digital roles had been developed with a focus on certain areas or projects. Needed to demonstrate that we could do more with a more flexible team. Concern that without their digital person, their area wouldn’t get the attention it needed. Clear we had stopped focusing on users and cross org goals 1st. Looking at other organisations was useful for some things e.g. scale but trends in job titles etc come and go. We needed to look at our strengths and where we needed to develop. Decided we needed a larger core team with roles set by digital specialism
- how adjusting our behaviours and demonstrating our values is changing the way we work with teams Although we don’t want to be just a helpdesk, people value our support and simple things like visualising processes and sticking to SLAs builds credibility Biggest shift = demonstrating our knowledge of our users
- To be a credible voice for our users, we had to build our understanding. Did this through interviews, analytics to better understand behaviours and testing. Key learning – we were missing opportunities by not recognising that people are not simply supporters or beneficiaries. Will have different mental health experiences, goals, attitudes to Mind Challenge – we want to support everyone with mental health problems. Where do we start?
- Example of a persona. Have used personas before but not widely adopted. Needs based rather than too specific. Talks about what they need and experience goals, but also what we want for them e.g. to find appropriate support or more ways to manage their mental health
- Recognise that they’re real people whose attitude, experiences and needs might change Shows the difference we can make e.g. what content can we create to give someone more tools to manage their mental health, how can a story help someone feel less alone
- These are not static. Reminder that a fundraiser or donor may also struggle and need support. Someone who’s received support might want to help others
- Small, lo fi experiments to test new ways of working e.g… Information seekers don’t know we have a fantastic, busy online community – will cross promotion in information content disrupt their experience or add value Stories are valued but don’t lead anywhere – missed opportunity to offer a donate ask, or are there other more effective follow on actions Identified an appetite for a more dynamic experience. Current systems couldn’t support these kinds of tests – need to rebuild