 Yn fod sy'n gwybod nhw'n gwybod yn ymddangos ffeithio a'r amser o'r e Lagrŵa'n bywEL Neson, byddai hynny ym angen i'r cyfeirio arчodd cymdeithasol a'r maen nhw'n gweithio'n gwneud y DAIL. penedig i ddigonwys y wirionedd, ac mae'n gilydd Iechniol fydd efallas yn gweithio beth maen nhw'n ddif serio. Mae Y Ujgal yn ysgrif yn y blaen. Mae angen i chi'n wych i gweithio beth sy'n ddifol, sy'n ddifol gofyn ystod yn cynnig angen ychwanesydd. Yn cael y ffordd, mae'n trafnod pechwch rheschor sy'n ddifol, mae'n rhaid i'r cyflwytofyd am ddifol, yn ymgyrch yn meddwl i wneud o'r ffordd o'r cyffredinol yn y real yw wyrdd. Mae'r byw ymddiwy, yn dod yn gwneud yma, yn ymweld eich Unig. Mae'r byw'r ffordd o'r ffordd i'w ymgyrch ymddiw yr ysgolodau am gyfyrdd Gwyrdd yma, dda i gyd yn cael ei bobl yn ddysgu sut ymgyrch, bod eich bobl yn cael ei ddechrau i gael i gael eich bobl yn oed yn ddim yn cael ei ddweud o'r cyffredinol. Be cyfost座 o'r cyfle o'r right hon o bwysig fywch yn llaw wneud? Yn ddweud yn cyfectio bwysig a'r ystyried letter ar y cyhoedd yn mynd i gynhyrchu fi oherwydd, yn yr hynny o bod dw i'r prif, mae hwysiet o'r ddiwedd ar hyn o'r ystyried, mae hwnnw'n angen ddod am y dych chi eisiau hwnnw i ddysgu'r cyflwyno'r cyffredig yng Nghymru, y gallwn hefyd yn fwy o'r cyffredinol wedi'i cyfnod rydw i'r unig heb. Felly, mae'n rhan o'r llei yma yn fawr i gyd ac yn bwysig y gallwn cael ei gŷtau, yn gwybod i'r ffordd ychydig, mae'n meddwl i'r cefnod i gyd. Mae'n dechrau i'r prifnwys i'r rhaglion iawn. Yn gweithio, mae'n dda'n i'n fwy o'r mynedd, was wherever we've got it become too complicated and inappropriate in terms of the state. I'll never repeat myself but charities do not have large amounts of money that can blow on the systems. It has to be something that builds on what we've already got. So, those are the kind of posts and fears around the exact table that you like and our board as we're going through this piece of work. We do, however, have one great advantage because next slide please. We do have this amazing membership and that amazing membership includes a large number of both report and IT systems. Businesses also includes many of the large consultancies in the UK. We were able to sit down with IBM businesses who were happy to give their brand to a pro bono piece of work, looking in a very structured way at where we want to get to. Now none of this, all the things I'm going to tell you on the next slide, will make any sense a great moment of insight to you in the sense that the process is how it works. But actually I think the way we brought the business along with us is quite important in this. By setting out a really simple robot like this, first of all the as-is audit, we genuinely did not know all the various systems and the ways we used them around individualisation. It sounds ridiculous, but to me 50 people have these systems and applications to be added. Well, an awful lot more than we thought is the honest answer. So I think just pulling all that together into all the ways proves to be a really useful thing for everyone in the industry. The visioning workshops, this was taking that, the ITC of 14, strategic document, and actually saying well what do we need to do to make this actually happen? What are the capabilities that we're going to need? And a phrase that I think most people in the organisation ever said they never used, that people would probably haven't been able to hear, was what is the time of architecture we've been waiting for? I'm going to come back to that because again in this audience, this is getting obvious. Actually for a lot of organisations this is not like this, and it became a really important thing that we've got up in this world. And last but not least, effectively digital strategy is one of the inner overall strategy and a road map map that might get there. Not many of these things that say just spend 10 million quid in 12 months time can be there, and we don't have 10 million quid. But actually something that was relevant and appropriate to us. We have a team of guys from IBM on the BITC. And you'll obviously hear only the end version of this tomorrow, so you know I'm kind of thinking I need to watch the presentation tomorrow to make sure that we don't get paid that too much by James. But I think what was really interesting was that by getting a small group of people pretty much full time on those, we merely started to make some headway on that. And the journey for us, how we actually got through this work, was really, really important for us. It was almost as important as the outcome, because it was so clear that we needed to buy out of the sound of what Kate Maes has done. And I can't emphasise that too much. If anybody had thought this was being done to us, it would not have stuck with our debt. So next slide please. You don't have to read others. You have all been in those workshops where there are endless pieces of flip-chat paper and you start putting post-its up on the wall. This is just a small selection from one of them. But the great thing it did for us was by forcing us to go through a really structured process that actually all these different silos in fact have affected me for common issues. We've never had an identity problem for common issues, but in fact we did have one. Channels to market has a very own charities in the way of describing it, but have we contemplated people and why and what are those audiences? Really, really important to get our minds around that. Data and knowledge management we're an organisation that has huge amounts of data and insight, but actually struggled a bit to bring it to the fore because it was so down the course. A lot of it was actually in its heads and we needed to make it really, really available for people essentially. Connected to that was how we made much more analytic and driven decision-making. So a lack of use of format data but obviously it's been terminated into music to sell what we're trying to do to not just our members but actually to the broader government community as well. And that's been my favourite, but it was consistent use of CRM tools. We had Salesforce as a main CRM tool. But I don't actually think that people in the organisation fully understood what CRM actually stood for. And we had a really broken Salesforce and used it for so many things that was not really intended for, which is what small organisations tend to do. You kind of look at stuff and you think what is it that we can make this thing do? England was never built for it and England is not really the best way of using it. I think above all, sort of a statistical checklist, it really managed to understand that actually. Many had always go to say most of what were thought to be on IT issues were in fact business issues. And again, I know that would be a blinding insight in some of your own history. But I think for us to be able to say well actually the biggest issue here is that we don't actually know what it is we want to do. Would you mind to define it before you tell us that you might want those for the shiny red model? And in fact, much of our core infrastructure was not only fit for the purpose, it was actually pretty good. The way we used it however needed a bit of playing around with. So next slide, please. There you are. That's the money shot, isn't it? A timing architecture. It doesn't particularly matter exactly what's on there in the sense. But what this allows to do is the first time to start to look at our systems in a whole, in a holistic sort of way. And also the authors to make those decisions in terms of being pushed in a good way to making everything grey and it's sort of this and it's sort of that. And it helps to understand what it was that we really needed digital to do for us. And again, I think that's true of quite a few organisations so much bigger than us, but it's easy to try to keep your options open and you can be everything to everybody. And that's just not a realistic place to be for most people. It's a realistic thing for a cherished outside. It also goes with common language. Because we have this sort of sidode environment it's taken us a long time to have a common way of describing things that everybody's doing. And this again really helped to start together a common language together. So next slide, please. And I think the other big thing that came out of it was we needed experts who were a profile of what it was that seemed to be this IT team in and behind me. We were covered in our historical media office. That actually digital was essential to delivering more when it delivered. It didn't have enough profile. It seemed to be a good bunch of people but they were sort of auditators. They did whatever they asked of them and weren't really involved in some of the decisions that were being made. So we're now moving to more as a proper digital centre with a much more high profile lead in the team. And a very much more integrated approach to all the campaigning that we do. So these guys were giving them things on the end. At the other point was digital governance. The word discipline is one that I want to throw into conversations with the ITC because it unsettles everybody. We should have a single way of doing one of things. Not in order to straightjack people but entirely on the reverse to make things actually easier to achieve. And I think one of the big things that's too much of this piece of work for us is understanding and in fact working in a common fashion having certain standards having a silver language is actually a huge way to improve the ease of working but also just how productive we can be. So next one it is. On all that lead to digital thought and as you can see from this spreadsheet I think one of the things that's worked very well for us is that although below this there is a huge amount of very, very detailed work it's presented in a quite engaging way for the audience who's not fundamentally that excited about it. And we took this round all of our various stakeholders internally. We took it to our own extent and actually the story was so compelling and so clearly set up some of the issues that everybody could see but it never came to my mind that it was personal on it that actually it was a sort of no-brain to be truthful. So on the next slide quickly so how's it now working? We went to see our board and the board is in the community is quite an interesting group because it's made up of about 25 people so it's quite large most of whom in their spare time are not working with us are running some large businesses in the UK so you're building a huge amount of expertise and knowledge sitting around that table and again it just breathes through and being so evident that this is the right thing to do that it's the one way forward. We've now recruited a chief digital officer of the Cymru Cymru of the Cymru Cymru to us and again seven weeks in the difference that having somebody this may sound very significant just with that title but a women that is very clear and the underpinning of the words will be built as being a huge benefit to us and we were able to share those tall messages particularly when you're with us across the organisation and for the first time I would say that digital has an integral part of what we do is now an organisational issue an organisational construct it's not just those guys that are behind the one capitalist in the office we've embedded this now in our external communication so we do raise money and also from foundations for a particular piece of work and actually being able to show that we have a coherent body forward not just as an overall strategy but as an IT and a digital strategy it's really useful we've had a number of people already saying to us how unusual it is for a charity of our size to have something like this as a piece of infrastructure if you like and we're now in our annual planning summit probably quite a few of you are as well and that's the three year rolling planning cycle and this document and the other dinner you're having is very much the core of what we need to do so for the first time certainly for a very long time we have a properly integrated approach to planning which includes digital, IT, not as an animal but actually as an integral part and we're beginning to get to that place to a very consistent core language that everybody understands and I believe that actually if you do things properly it's not better to do lots of innovative things separate ones half of which don't work we have a long way to go but it's been a really really useful thing for a small organisation like us so again we're listening thank you very much let's see so it reminds me of the last chance for questions from Oliver from Slider in the meantime don't make a crime I don't think it's really useful in your in your bio working in the commercial field all he says is the single biggest difference between the charity environment before doing a project like this and the commercial world you mentioned money a few times it's probably the biggest single one but is there anything other than that? yeah I think money put that to one side and vital though it clearly is I actually think to be truthful even bigger than money is most of you are working corporates where you have an infrastructure with people who do many roles you expect to have almost without thinking you will have people who are system specialists you will have people etc etc etc very few very large use charities have that kind of infrastructure so when I arrived we didn't have any project ideas we didn't have any we had very much business of usual IT team so you are starting to stretch and you do need to help people through that so I think it's the the assumption that you will have people who know how to do things is not always true right? next question what are the global or UK events and drivers that define your strategy? well I mentioned in the beginning that we were founded in the aftermath of Tolstaff, Brixton and I have to say that if you look at the political statements as such but if you look at the aftermath of Brexit the UK is an enormous society and that's the key thing that drives us is where you see the level inequality where you can see that it's particularly related to the lack of large corporate investment in particular places it's driven by lack of education opportunities I think there are a lot of places in the UK where you can see a number of factors which we and other NGOs look at so those are things that societies are holding still with Governments can do a lot but actually Governments are constrained so we are very much driven by purpose there will be specific events that then trigger a particular outcome or a particular need but it's that underlying sort of inequality so ok let's see how do you how do you keep or get millennial's digital thinkers onto your board and how do you how do you get old thinkers out as an old thinker I'll tell you that I'll tell you that literally as we are looking at the new strategy and so one of the things we are looking at is how do we re-analyse how do we bring in people who aren't much more digital made so whatever phrase we might be I think we have some great relationships with a number of small startups in East London which is what we are based and their attitude is so different large corporates which I'm familiar with and we are very conscious of wanting to move more in that direction because we need to be able to speak faster and we don't want to be seen as just an organisation with very large corporates so we are looking to expand down into a much more medium and small business arena a bit of a technical question how are you approaching the data set integration well I'm not necessarily the right person to answer this in detail but by my chance I suppose this work is also coinciding with GDPR which has concentrated our minds now and so actually one of the things that the two come together is to look at firstly just what dates do we hold should we be holding it certainly going forward and that's been a revelation to us we have a lot of data that frankly nobody uses and we don't need so I think it's been an opportunity to do quite a serious copy of data but what we have to target architectures have to do is understand the where do we keep data and why and just going through that question we started to get it to give us a much more logical construction approach do you mind think we cratty or subtle than we know but I think we're in pretty good order compared to even some large corporates on GDPR that's the case there's a question about your IT organisation how large is your IT organisation and how disruptive in terms of the time and resources was the strategising effort for the entire sector so don't mind that we have five people of full time in our IT team which is why they were very good at doing keeping the lights on and making everything work but really didn't have the bandwidth so it was essential that we got this as an idea to come in and help us but actually effectively one and a half those five people were pretty much full time on this this is so important we've got to get it right and importantly we want to feel like they own the outcomes because I could not follow lines but I'm not an IT specialist so it was important that I guys did and now we're getting a cheap digital officer that's given them much more time and energy if you like to take it forward and the second part was about the time and resources strategising effort on the whole staff was it too nearly both the money and when we had a multi-stage approach that's a very great way of saying we did what we could so within teams we had different areas we lived together some of their input but then getting effective delegates from each one of our core campaigns core business areas and therefore a couple of workshops with more tours outside of that for us it was quite intensive because we don't have a lot of sort of fattening system but again it felt so important that it had to be the business side had to buy into this as well and I think that's broadly where we've got to go now right given a lack of military incentive how do you measure the effectiveness of your planned intervention well the way we're kind of trying to sell it I suppose internally is by doing this and by moving forward in a much more integrative way first thing we save everything time on so if you say well if we actually were much more organised from a digital perspective it's really hard to wait back to do the things you really care about which is, you know, camp off that is a hugely motivational way of selling it to people now have we done that yet? but are we honouring them and seeing that it's a real hospitality then yet so that's one of the ways we're incentivised if you like people so you can buy into it that they're going to be able to spend more time on things that really matter to them OK, how quickly are our team members able to learn enough about Togo for the approach to be productive? I think I might ask the logic of it works really well clearly we've not got we might have one of us that I think now would train us to be reasonably expert but I honestly don't think that's important I think it's the the next level of how can you sell the benefits of this to a largely more amazing audience and I think that has been brought to us really well and it's important that it's beneficial to them we need to move on so there are a few questions coming in now but I'll just pick one more let's see are the old heads buying into days of driven architecture and objective measures in a chapter? I'm thinking it's very personal I think they are because people can see that this could be so much better way of doing things so actually slight tangent of bar I don't think how you've just got everything to do with how resistant people aren't to change personally I think it's more that you need to show people the benefits more than just here's a shiny new thing that's would stereotypically be more of the big difference older folk being a bit of a dissuade it's actually going to be better would be my view whereas surviving new guys is just like it's new and shiny let's just give it a go I think both are actually really valid but forcing you to be persuasive about the benefits and embrace the new that's a great combination I think we should use the value when we're racing Oliver, you're really good there thank you very much for your time and insight thank you very much