 Felly mae'n ddweud y cwm commercially ac mae'n dweud y gwaith o'r organiadau cymryd yn hynny o'r technol digital ar y gwaith. Felly mae'n ddych yn ei ddweud. Felly mae'n rhai prosesu yma, oherwydd mae'n gwneud yn enwedig i gweithio a'r cyfan. Mae'r tâliau yn y gwaith a'r gwneud yn eich gwaith. Ond mae'n amlwg ar ddweud eich gwaith, mae'ny'n amlwg. Mae'n amlwg nad oedd o ddweud eich gwaith. Mae'n amlwg eich gwaith o'r technol. If the organisations are willing to invest in it, that's not a problem. The real issue is bringing the people with you so that the organisation is fit for purpose in terms of the staff that it has and that the working culture is right. When you consider digital transformation, it's all about people. It's all about how people go about doing their jobs in order to deliver business success. The more that I've got into it, the more I've realised that this is about taking barriers away from people and giving people really the tools for them to do what they need to do to the best of their ability. So, from my perspective, digital is becoming more and more important. From a charity perspective, it's becoming absolutely critical because it's about how we connect with our people, it's about how we connect with the people that we're here for, but also the people who are giving us the vital funds in order to make a difference. Taking the initiative at a top level to do it. That means hard decisions, really easily said, very difficult to do because there's a conflict of priorities. It's not like charity leaders have been sat on their laurels just letting things tick along. There's a huge number of things involved in keeping the established charities going. There were a lot of things restricting what we were doing. So, we started to actually think about what is the point of the move, what is the culture that we want from our people. And the viewpoint was that we don't want people sat at our desk, we don't want people shied away from actually the people that we're here for and the people that we need to network with and raise money with. We want our people to be out there. And the real question came back to us actually, we want our people to be able to access their work wherever they are and however they're working, but still get the same feel for it. What it will do is it will probably bring great efficiencies of scale for you. Enable your resources, your people to work in better ways, be more positive about their work. And those are sort of soft benefits that it's not always easy for leadership to understand straight away. So, it's very easy to be in a position where you think this is going to cost a lot of money but we're not going to make any money from it. But in fact, it's about setting yourself up for a much more flexible approach to the organisation as a whole going forward. We are really seeing that by changing how our people work is having a huge impact on how we're connecting with our audience and therefore the service that we deliver. So, instead of a mentality of well they must come to us and we will then provide it, we are really changing our viewpoints being out with our service users because the tools are helping people get out there, not be a barrier to people getting out there. The problem with cystic fibrosis is an issue with cross infection and somebody with cystic fibrosis can never meet somebody else with cystic fibrosis. That means when we want to connect with our community it can't be in a physical environment. It takes a real stand out to digital project to be that kind of light bulb moment that switches everyone on to the power and the impact that digital can have in terms of influence, brand awareness and so on. For us that has definitely been our work around ending the awkwardness around disability. I have definitely seen since I've been at Scope teams really changing the way that they want to communicate coming to digital, people like our policy team will now come to digital and to find out the best way to promote the research that they're doing to get a high profile amongst influencers and so on. We've seen some really positive changes in the way that digital is perceived and the way that people think they can use digital. I've seen examples where the aim has been to put in a change in the way of working before you bring in the technology so actually analysing how people use the space and the building and the ways that they want to work long before you make any decisions about technology and I think that is probably the best approach because then you're able to establish with the people themselves what's the best way for them to actually work and what technology do they need. We need to go right back to people's job descriptions, the way that we recruit people, the way that we train and support them and the way that we manage their personal development so that digital isn't just seen as something that the digital team do. Really this shift is often talked about as being a technology change. It's not, it's a people and audience behaviour change that we're trying to keep up with. So you do need that expertise. Where I think digital teams have fallen down is that they've allowed themselves to be kept in these boxes and they've become defensive and they've tried to own digital too much. It's a natural behaviour when you're working within a team environment but I think there's a realisation and lots of the digital experts I know who work in charities will say this themselves that actually they would be happier being out in the rest of the organisation and they've reached a point where they no longer wish to be a director at holding on to digital skills usually overburdened by too many requests. So I think there's change on both sides and the core of that is making digital something where there is a heart of expertise but actually the skills are across the charity not all in one place. Seeing silos really being broken down and from my view that unless people in IT are closely joined you cannot make the leaps that we have currently seen as part of our organisation and I genuinely think that some of the cultural changes that we've gone through whilst partly linked to a move is because we've turned digital transformation on its head and made it a tool for people to get out there and use and I think now seeing it being better down now we've been here for about four to six months you're really seeing a different energy and vibe in the workplace and that is because of digital transformation aiding rather than preventing some of those cultural needs. Organisations like Macmillan have been extremely successful in taking digital skills across their organisation so for example they made digital upskilling the key part of their first stage of digital transformation and they've now trained I think a thousand people in the organisation in social media skills the difference between having what they had before three social media editors and a thousand staff who have social media skills is pretty easy to understand what the impact of something like that can be and that's just one thing. One of the big things for me is about joining people and IT together and I'm having so many conversations from an IT perspective where HR is not at the table and actually if you really want to get good skills conversations if you want to be thinking about who you're recruiting if you want to think about succession planning to actually make digital transformation here to last for the long term those conversations need to be joined up the only way digital makes an impact is through people and therefore it's about getting your people stories lined up in the first place to actually go out and deliver it. I think digital transformation isn't something that has a start and a finish necessarily I think that it's something that if you undertake it correctly it puts you in a flexible position so that you can continue to adapt over time if you take the example of the way people use their mobile phones these days they're constantly upgrading they're constantly changing bits and pieces of it but it's still essentially a mobile phone. Digital transformation is very much like that I don't see it as being you buy your digital transformation and then you just keep it forever essentially you have to keep moving but to get yourself into that position first of all where you can continually upgrade and adapt according to the changing environments is the way to start it. Digital generally has moved so much just in the last ten years that there's no point trying to estimate where it's going to be in the next five to ten years anymore you just have to be able to anticipate much more short term change than you used to have to do with the more traditional ways of working and that's why digital transformation I think is really important in terms of just creating the right environment for you to be continually adapting to a changing world