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Designing our way out of Cancer with Tech
- 1. Can we design our wayCan we design our way out of Cancer?out of Cancer? Information Technology at the Canadian Cancer Society’s BC & Yukon Division Can a new model save an old cause? Assignment #4: Digital Strategy Canvas v1.0 / Wendi Davies
- 2. The Canadian CancerThe Canadian Cancer Society is Canada’s largestSociety is Canada’s largest Cancer charity.Cancer charity. Mission The Canadian Cancer Society is a national community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer. Vision Creating a world where no Canadian fears cancer.
- 3. Strategy and FocusStrategy and Focus End of Life Survivorship & Thrivership Support Working Volunteering Giving Healthy Living Occupational & Environmental Carcinogens Tobacco Control Diagnosis & Treatment Early Detection Screening
- 4. This year the CanadianThis year the Canadian Cancer Society turns 75.Cancer Society turns 75. Amidst a changing landscape and increased competition will we reach 100? Or, can we achieve our mission so we can retire early, with a Cancer-free Canada?
- 5. Like many non-profits,Like many non-profits, we face a number ofwe face a number of challenges.challenges.
- 7. Technology has not had an opportunity to meet these challenges.
- 8. If the organization as aIf the organization as a whole is a “customer” of IT,whole is a “customer” of IT, what is the value?what is the value?
- 9. What is IT’s current valueWhat is IT’s current value proposition?proposition? • Business Canvas Model by Alexander Osterwalder & Yves Pigneur. Capturing the current state. • The canvas creates questions and invites inquiry… • Instead of hard revenue, we aim for Organizational Contribution
- 10. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMERSKEY PARTNERS KEY RESOURCES KEY ACTIVITIES Information Technology Reliable Technology to enable work Technical Support & problem-solving Hardware Suppliers Personal Assistance Managed IT Services Recruiters and Consultants Software Companies National IT Software installation & updates Timely, effective help Low cost support for all staff Technical guidance and translation Per-incident basis Defined term ProjectsProject Execution Capital Infrastructure IT is 2.5- 3% of Revenue General Internal Staff Managers & Directors Volunteers Helpdesk ticketing system Email & Intranet announcements Telephone and in- person visits Donors to the Society Board Members & Partners Infrastructure Platforms & Software Staff, Volunteers, Partners Capital and operational funds Tacit knowledge Risk Management & Information Security Software-as-a- Service Outsourced & Managed Services Project Costs Some IT projects enable Mission IT is Efficiency focussed
- 11. IT’s current valueIT’s current value propositionproposition Information technology provides high-touch, cost effective technical support and administrative systems to a general, mass customer base.
- 12. It doesn’t seem likeIt doesn’t seem like enough.enough.
- 13. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMERSKEY PARTNERS KEY RESOURCES KEY ACTIVITIES Information Technology: Questions & Inquiries Reliable Technology to enable work – but what more? Technical Support & problem-solving – we are good at this! Hardware costs will go down – but do we need all this stuff? Personal Assistance – what about self help and community? Managed IT Services will become more competitively priced Recruiters and Consultants want to work with us Software Companies will keep offering non-profit discounts National IT will allow us to lead or diverge Time for R&D and new products is scarce Timely, effective help (through a high-cost method) Low cost support for all staff, how about solutions for an entire organization? How about change leadership & innovation? Per-incident basis – can this be automated? Is Program management a better model?Concurrent Projects hard to prioritize and manage Capital Infrastructure – $$ forklift upgrades IT is 2.3- 3% of Revenue General staff – stressed, pressured, trying Managers & Directors – no time to learn or envision Volunteers & Donors– why isn’t this experience better? CCS is slow to evolve Helpdesk ticketing system – where are the metrics? Email announcements – is there a more engaging way? How can the experience be instant & rich? Board Members & Partners – “Is it done yet?” Technology– can it change with us? Staff, Volunteers, Partners – how to engage them with the business? Capital and operational funds threatened with declining revenues What about DATA? Customer Specific Value Propositions? Software-as-a- Service; does this constrain or enable us? Project Costs Some projects enab Mission – most kee the lights on What about DATA? Who is the priority? Who helps us innovate and meet our challenges?? Clearer tie to an Org Canvas! How do we focus on VALUE as well as efficiency? Gartner says 3.5% is average “steady state” – what about $$ for R&D, innovation or growth? Outsourced Services – these are “administration costs” for a non- profit. Where are strategic conversations??
- 14. What is the SWOT for thisWhat is the SWOT for this model?model? • Strengths and Weaknesses for IT today • Opportunities and Threats in the Organizational context
- 15. Initial SWOTInitial SWOT Internal Factors (Departmental) External Factors (Organizational Environmental) S TRENGTHS W EAKNESSES O PPORTUNITIES T HREATS • Value Proposition achieved with conservative funds • Partners are diversified • Resources are in place • Channel works for current service delivery • Costs are generally fixed • Customer relationships are established • High-touch support is more costly per incident • Some internal knowledge “lost” to outsourcing • Capital costs amortization affects bottom line • Channels lack diversity and customer focus • Overall benefit to the organization is limited • Commoditization of IT can further reduce costs • Co-creating technology solutions with customers could increase value • Untapped data potential exists • Applying new technologies to ‘old’ challenges • Value Proposition is undervalued vs. expectations • Declining revenues may further limit IT investment • Customer needs intensify or diversify, exceeding resource capability
- 16. Maybe a new design isMaybe a new design is needed?needed?
- 17. We can harnessWe can harness technology in the fighttechnology in the fight against cancer.against cancer.
- 18. Integrating technology more fullyIntegrating technology more fully into our mission.into our mission. Creating a world where noCreating a world where no Canadian fears cancer…Canadian fears cancer… Worth the effort.Worth the effort.
- 19. SourcesSources • Canadian Cancer Society BC & Yukon Division Strategic Plan 2010- 2015 (May 2013 edition) • www.charityintelligence.ca Ci_Cancer_Report_April_2011.pdf accessed May 2013 • Canadian Cancer Society BC & Yukon Division Financial Report 2006- 2012, IT costs as % revenue. • Interviews with Cheryl Swallow, Director Finance and Administration, Canadian Cancer Society BC & Yukon Division • Business Model Canvas and SWOT by Wendi M. Davies, Manager, Information Technology, Canadian Cancer Society BC & Yukon Division Assignment #4: Digital Strategy Canvas v1.0 / Wendi Davies
Notes de l'éditeur
- Make prettier
- Finish these slides by 5pm STOP. Maybe add slide with IT te
- Bullet the bottom three points
- Draft fix this