© lehman associations, llc 2013 technology as strategy™ tom lehman lehman associates, llc lehman...
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© Lehman Associations, LLC 2013
Technology as
Strategy™
Tom LehmanLehman Associates, LLC
Lehman Reports
2014 Technology Institute
NYSAE
April, 2014
© Lehman Associations, LLC 2013
Lehman Associates, LLC
• Associations, Nonprofits, and Supplier Companies
• Strategy consulting for technology and marketing
• Customer Satisfaction, Market & Member Research
• The Lehman Reports™ industry research series
• Founded 1992, Alexandria, VA
© Lehman Associations, LLC 2013
• AMS Use and Satisfaction 2006-2013
• AMS International: CA, AU, UK 2010, 2013
• Association Technology Study 2011-13
• Donor Management Systems, NTEN, 2013
• New Snapshot survey series
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Evolving Role of Technology
Technology Introductio
n
Technology as Tools
Technology as
Strategy
Investment
Investment
Cost CenterLinear
Exponential
ROI Potential
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ContentWebsite
Communication
CollaborationSocial
Interlocking Content Marketing
Highest growth and most effective models are in the overlaps
Both internal and external perspective
Circle of Engagement
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A Greater Focus on Outcomes
Member Database
CRM Toolset
Engagement
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Realizing One-to-One Marketing
• Interest driven-marketing, content• Micro-segmentation• Predictive analysis, marketing tools• Dynamic content, deep personalization• Inclusion of behavior-based indicators• Role of crowd sourcing, Kickstarter as a
planning / engagement model • Community and conversation
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Limiting Factors
• Effective use of advanced capabilities and best practices
• Technology leadership• Complexity of both technology and
market landscapes• Big data and analytics challenges
to realizing true CRM
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Advanced Capabilities Best Practices
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Increasingly Complex Technology Environment
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Technology ComplexityThird-party Services Adoption
Lehman Reports Technology Study, 2013
Driving deep, two-way AMS integration
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Market / Segmentation Complexity
The Multi-device Connected Market
Situational Segmentatio
n
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CRM Big Data• 360 view of constituents, participation,
operations, marketing, advocacy • Deep data, multi-stream• A driver of integration to capture
increasing levels of digital interactions• Critical for CRM and other functions, but
not actionable in its raw form• Participation / purchase patterns,
correlations
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Advanced Reporting / BI
Lehman Reports AMS, Association Technology studies
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Analysis Levels
• Operational – looking back– Counting, one variable over time or other single
measure, basic segmentation– Benchmark current against past, limited straight
line projection• Analytical – looking forward
– Multivariate– Influence of multiple variables, identification of
key levers or inhibitors, advanced segmentation– Predictive analytics, useful for strategy and
planning
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Dashboards in Associations
Use projected to double within 2 years
Lehman Reports AMS
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Cloud-based Services
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Changing Role of ITMore about
– Being a strategic resource to help leverage technology to achieve organization mission and goals
– Management of the technology environment and providers
– Big data, analytics, application integration– Technology education of possibilities, opportunities– A focus on outcomes, contributions
Less about– Operating technology– Purely reactive support function– Application training– Focus on input and activities
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Changing Senior Management Role in Technology Decisions
• Technology as the key component in achieving organization goals
• Technology as Strategy for greater ROI• Vision of the organization drives
investments in technology, • Bring the long view to decisions
including patience and investment• Include technology strategy at the senior
leadership level – hire at a strategic level
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Technology as Strategy
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Technology-independent IT Strategy Planning• The pace of change requires it
• Resilient to rapid tech changes
• Flexibility to adopt new models / tech
• Importance of adoption cycles in technology decisions
• Investment in platform, direction, capacity – positions for future needs
SpecificTechnology
All organizations should have a technology strategy plan,
a vision and framework to guide technology investment
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Alignment
• Organization goals driving technology
• Strategic investment vs. cost center
• Organization outcomes, not IT results– Tactical and strategic– Innovation and operational results
• Renewed emphasis on management reporting / BI decision information
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Technology Strategy Plan
• Strategy aligned with organization goals
• Translate into technology strategy to achieve goals
• Technical assessment
• Core competency decisions
• Workflow, business process requirements
• Changing roles
Tech – OrgAlignment
IT Decision Framework
Tech StrategyFoundation
Action Plan
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Questions and Discussion
Tom Lehman
President
Lehman Associates, LLC / Lehman Reports
Alexandria, VA
703-373-7550