Post on 20-Jan-2016
transcript
Speaking truth to power: how insight can shape strategy
Rob GeorgeHead of Supporter Insight and Systems
RSPB
Charitable objects
• Is the purpose of your charity to deliver against a cause?
• Do you need support in order to deliver against that cause?
• Do you expect the need for your charity’s work to increase in the future?– RSPB: Yes, yes and yes. Aim to double net income
and double the rate of growth in unrestricted core income by 2020/21
Planning horizons: an example
• Do you expect to see a need to grow income into the future?
• To what extent are you dependent on income from legacies?– RSPB: c. 30%
• Do you foresee a need to grow legacy income ahead of the natural rate in the future?
• How far in advance of payback do you need to start legacy campaigns?– 10 years?
• Do you know precisely what form a legacy campaign should take?– Above the Line / Brand execution
Differing horizons
• Are there any income sources for which the planning horizon is less than 18 months?
• Are there any income streams and campaigns that would not benefit from Insight (qualitative, quantitative, demographic analysis, proposition testing, market intelligence, PESTEL etc.)?
• No, and no
The further forward you look, the broader your research programme
6 months
3 years10 years
And the more unfamiliar the insight
will seemTactical
Strategic
What’s so funny?
“Good evening, Daphne.”
The Outside-In Review
• Set research in the context of future growth: the need for long-term sustainable support.
• Took into consideration the research objectives of over 100 colleagues (through interviews).
• Was hugely comprehensive and referenced in the style of a doctoral thesis.
• Was written up by a team (cross-departmental and beyond) and presented at a number of workshops before the final draft was confirmed.
Conclusions
Market Research
Library Searches
Statistical Analysis
PESTEL
Case Studies
Historical Review
And another thing ...
• You can’t tell everyone everything• You have to summarize• Which means giving an impressionistic final
report• Summaries can be challenged for validity
What happened next
• The RSPB’s last strategy was driven by numbers: we will deliver x conservation outcomes; y supporters; z money.
• We have just started the internal roadshow to launch the next strategy.
• It is all about persuasion, perception change, reframing the RSPB and its cause through a full re-alignment of spend and content in support of aspirational conservation outcomes.