Posts Tagged ‘IT’

Institutions as Mobilising Networks

Thursday, September 2nd, 2010

The book I’m reading at the moment is “The Future of Thinking: Learning Institutions in a Digital Age“. The book links to a number of themes I’m interested in, particularly developing knowledge content and user generated content (and also a number of the drivers indentified in the recent NCVO future of membership report).

The book looks at how new technology such as social networks and virtual environments will change how people learn. And although the book is aimed mainly at higher education, there is plenty of read across into the membership organisations as many are knowledge-based and/or educational.

I’ve just finished the chapter titled “Institutions as Mobilising Networks” which contrasts how institutions are often viewed - as rule-driven, centralised, old fashioned and slow moving - with how they could be - trend setting, dynamic, agile and innovative.

The key opportunity (or challenge, depending on how you look at it) is: to use social media and learning environments to aggregate, coordinate and disseminate knowledge and facilitate learning - to mobilise the network of members and other potential participants.

Taking up this challenge could dramatically improve engagement and knowledge development in an institution’s area of interest.

Book Review: The Best Service is No Service

Monday, August 23rd, 2010

The Best Service is No Service” by Bill Price and David Jaffe is an excellent book that ought to be compulsory reading for all companies with a customer service element, mostly because so many of them are so very far from providing even reasonable service.

The book gives clear, practical advice and loads of examples of where service has gone wrong and of best practice (plenty of examples from Amazon and first direct for instance in this category).

A few of the most significant points they make are:

  • Good quality self service has major benefits, making it easier for users to do what they want, when they want and significantly reduce operational costs
  • Get rid of unnecessary reasons for people to contact you (”dumb contacts” is the phrase they use in the book) - eliminate contacts that have no value to the customer and no value to the organisation
  • Value those contacts and relationships that are most important to you and have the greatest benefit to the organisation
  • Gather metrics on what people are trying to find out about, both on the website and through calls
  • “Service” is not just the province of a contact / service centre, it is equally important across the whole operation
  • The advice should transform customer experience where it is poor and have a major impact on the bottom line of companies who take notice.

    It is interesting to think about how this impacts on the NFP sector. I think the key issues are:

  • NFP organisations are different from the Amazons and BTs of this world. The relationships with their key stakeholders (particularly members / supporters) are more complex and long term, especially where it forms an important part of their career development or social engagement. This makes the following points even more important.
  • It shows the need for joined-up service, which is likely to be across the whole set of services and interactions - knowing about the member or supporter and their interests across all departments, not just the contact centre and using that information to provide excellent service.
  • Route calls and enquiries to the people who are best suited to provide the best answer.
  • Give ownership of important relationships to the most appropriate department (not necessarily the contact centre).
  • It is particularly important to provide good self service.
  • The two key IT elements of this are:

  • The website needs to have good self service functionality and provide information to eliminate the need for people to phone / email. So, people should be able to update their details, make donations, pay their subscriptions, book events, etc.
  • The CRM needs to be interfaced to the website and be the repository for contact history, preferences, areas of interest and information needed for marketing.
  • Also available: ebook version

    The Future of Membership

    Friday, July 23rd, 2010

    The NCVO has just released the Third Sector Foresight report “What will membership be like in 5 years time?“. The report identifies major drivers that will impact membership organisation over the next 5 years and beyond:

  • changing sources of identity
  • changing attitudes to money and consumerism
  • increasing availability of free information
  • the rise of the social web
  • changing expectations of participation
  • the commodification of membership
  • There are some interesting pointers to how these challenge current models of membership, suggested next steps and a case study.

    It provides a useful starting point for thinking strategically about the impact of the drivers on membership models, engagement … and business and IT changes.

    See also - the blog by Katherine Hudson, one of the authors and member of the NCVO Third Sector Foresight team.

    When is it time for an Intranet?

    Tuesday, July 20th, 2010

    It can be difficult to decide when it is the right time to deploy an Intranet, particularly because of the hype that surrounds the topic. As in most cases, it is more helpful to look at the benefits to the business rather than be swayed by the hype.

    The main business advantages come when a company or organisation is large enough that some of the following are useful (typically when you don’t know everyone in the company, or there are shift patterns / geographical spread):

  • directory lookup including more than just the Active Directory type information, listing areas of expertise, etc
  • news group / forum type features for sharing expertise or solving problems
  • information resources that are updated relatively frequently, such as HR, quality system, standard purchasing list (there can be a problem here of staff not being aware of the latest HR policy though)
  • useful applications, perhaps a purchasing system with workflows, linked to the purchasing list
  • where some internal communications are relevant to a subset of the staff (perhaps a division or special interest group); it can be more helpful to have this available on a “pull” basis by the user, rather than a “push” email to all
  • email summaries can be sent at user selectable intervals of what’s new and what’s changed with the detail on linked pages
  • as an extension to document sharing, particularly when SharePoint is used
  • Considering these can avoid investing in a white elephant that no one looks at.

    Using SharePoint for Intranets … with care

    Wednesday, June 9th, 2010

    SharePoint is a popular choice for Intranets, and with the release of SharePoint 2010, is likely to become even more popular.

    There have, however (in common with other areas of IT), been some expensive failures.

    With this in mind, there is some useful advice in Jacob Nielsen’s latest article “Does SharePoint Destroy Intranet Design?“, particularly the need to carefully consider the needs of the target audience.

    Database Integrity Foils Rail Strike

    Thursday, April 1st, 2010

    Today’s high court injunction blocking the strike by RMT signallers was due to inaccuracies in the database they used for polling members. As reported in the Telegraph, there were “serious inaccuracies in the RMT ballot” with problems including votes taken from 11 signal boxes that no longer exist and 23 signal boxes left out of the vote.

    The RMT’s defence was that the union had gone to considerable lengths to ensure the accuracy of the database, but this argument was obviously not convincing to the judge, who ruled out any appeal.

    The implication is that if the errors are not corrected, then repeat ballets would also be ruled unlawful, so there may not be a rapid fix to their problems.

    This is a high profile example of the cost of data integrity problems, but similar problems cost many businesses and organisations much more than they realise. Thomas Redman, a leading expert on data quality, estimates that poor-quality data costs organisations about one-fifth of their revenue.

    To tackle these problems, organisations need to ensure they have regular management reports of data quality measures, together with business processes for making improvements to the integrity of their databases.

    CRM and Website Integration

    Tuesday, March 2nd, 2010

    Organisations are often faced with the dilemma of how to select their CRM (Customer Relationship Management) and website CMS (Content Management System) - should they use the same supplier for both, with the promise of out of the box integration?

    This is a dilemma we find quite a lot of people having and there isn’t a single answer that suits everyone.

    The main problem is that organisations very rarely start with a “green field” - there are always legacy systems that have to be taken into account and the business case for change to be considered. This is the main reason why there isn’t one solution that suits everyone. If you have already made a considerable investment, there may not be a good commercial case for changing.

    In general, membership system / donor system / CRM (I’ll refer to them collectively as CRMs) suppliers don’t provide very good website CMSs and certainly not systems with market leading facilities. So in most cases it doesn’t make sense to use the supplier of your CRM for your CMS.

    It is generally better to use a best-of-breed CMS. There are some very good low cost and open source CMSs and a good range of companies, contractors and potential employees who can provide the implementation effort needed to build your website, content, and facilities for your forums, blogs, etc. There are a number of membership organisations and charities using the leading open source CMSs Drupal and Joomla! for example.

    The other angle on this is that integrating your CRM with your website shouldn’t be too difficult - most CRMs and all CMSs worth considering should provide web services interfaces. If your CRM doesn’t provide web services, there are also alternative methods that can be used (and if this is an area of difficulty or significant cost, maybe its time to reconsider your CRM platform).

    A more detailed question is - what data needs to be saved in the CRM and what can be kept in the website? In most cases, the answer is that data needed for managing relationships (with members and other stakeholders) should be in the CRM and other data can be in the website. So items such as name, contact details and areas of interest need to be in the CRM, and display preferences and forum postings in the website. This means that there is a relatively restricted amount of data that needs to be passed across the interface.

    Related links:

  • Ready for real-time relationships? - the implications of “social CRM”
  • Advantages of using a Content Management System - reasons for using an off-the-shelf CMS
  • Seminar on 24th March 2010: Power to Your People: The Death and Rebirth of CRM
  • Advantages of using a Content Management System

    Wednesday, December 30th, 2009

    If you are tempted to replace your website using a bespoke content management solution, rather than using an off-the-shelf Content Management System (CMS), think again … and choose a CMS.

    The advantages of using a CMS are numerous:

  • Built-in features - this is where the major benefits are. The main CMSs have numerous features built into them such as social network functionality, wikis, support for internationalisation and even shopping carts.
  • Easy editing - most systems will have a simple interface for editing existing content and adding new content. It should be usable by non-IT staff.
  • Vendor independence - most of the larger CMSs have a good selection of companies and contractors who are experienced in delivering websites based on them, and a good variety of books and training material if you want to do-it-yourself.
  • Workflow for approval - unless you are a small organisation, the best way of working will be for people in different departments to write the appropriate contents for approval by the marketing / communications department. The easiest way of doing this is to use an approval workflow that is part of all serious CMSs.
  • And CMSs don’t need to be expensive - there are a number of free or low cost CMSs - examples include Drupal, Joomla! and Plone. There are also some good resources for further investigations such as CMS Review, CMS Watch and the CMS Matrix.

    Charity Closing over IT Problems

    Thursday, November 19th, 2009

    Yesterday’s report by Civil Society that charity IBS-STL UK is trying to sell off its operations and wind itself up after the failed implementation of a new supply chain IT system underlines the importance of managing IT system implementation and the resulting business change very carefully.  IBS-STL UK includes Christian bookshop Wesley Owen and had a £38m turnover.

    Their UK general manager is quoted as saying “the implementation of the ERP caused all kinds of problems with inventory and it was just as the recession hit.  Those two things together gave us serious problems.”

    IBS-STL UK’s failure isn’t the first such IT led change programme to go wrong (Sainsbury’s supply system problems in 2004 resulted in a £256m write off for example) and I’m sure won’t be the last.

    However, as mentioned in a previous blog, using an agile approach with incremental change (complemented with sound project and change management, and thorough testing) can significantly reduce financial exposure and risk.

    IT, the Business and Innovation

    Thursday, November 12th, 2009

    Many organisations struggle over the best place for IT within the organisation and extracting the best business value from investment.

    In his recent book, fruITion: Creating the Ultimate Corporate Strategy for Information Technology, respected CIO commentator Chris Potts sets out his views in a very easy to read fashion. His main themes are that having IT as a separate department has failed to deliver business benefits from investment, that IT should be (largely) integrated into the business units and that initiatives should be treated as business change projects rather than IT projects.

    He also concludes that there shouldn’t be CIOs. Rather, there should be an individual (a Chief Internal Investment Officer) whose job it is to lead the internal investment portfolio, including all resulting business change, and be accountable for the value the organisation gets out of its investments.

    Whilst agreeing with much of what Chris Potts says, the aspect this doesn’t consider is the role that IT has in innovation - bringing radically different ways of working to the organisation; not something that will generally come from within existing business units. The most obvious examples of this are Amazon in retail and Google with advertising (although innovation isn’t always as ground breaking as this).