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Technology as Strategy™

Technology as Strategy™. 2014 Technology Institute NYSAE April, 2014. Tom Lehman Lehman Associates, LLC Lehman Reports. Lehman Associates, LLC. Associations, Nonprofits, and Supplier Companies Strategy consulting for technology and marketing

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Technology as Strategy™

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  1. Technology as Strategy™ 2014 Technology Institute NYSAE April, 2014 Tom Lehman Lehman Associates, LLC Lehman Reports

  2. 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

  3. 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

  4. Evolving Role of Technology ROI Potential Technology as Strategy Exponential Investment Technology as Tools Linear Cost Center Technology Introduction Investment

  5. Interlocking Content Marketing Highest growth and most effective models are in the overlaps Both internal and external perspective Circle of Engagement

  6. A Greater Focus on Outcomes

  7. 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

  8. 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

  9. Advanced Capabilities Best Practices

  10. Increasingly Complex Technology Environment

  11. Technology ComplexityThird-party Services Adoption Driving deep, two-way AMS integration Lehman Reports Technology Study, 2013

  12. Market / Segmentation ComplexityThe Multi-device Connected Market Situational Segmentation

  13. 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

  14. Advanced Reporting / BI Lehman Reports AMS, Association Technology studies

  15. 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

  16. Dashboards in Associations Use projected to double within 2 years Lehman Reports AMS

  17. Cloud-based Services

  18. Changing Role of IT More 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

  19. 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

  20. Technology as Strategy

  21. 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 Specific Technology All organizations should have a technology strategy plan, a vision and framework to guide technology investment

  22. 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

  23. Technology Strategy Plan Tech – Org Alignment • Strategy aligned with organization goals • Translate into technology strategy to achieve goals • Technical assessment • Core competency decisions • Workflow, business process requirements • Changing roles Tech Strategy Foundation IT Decision Framework Action Plan

  24. Questions and Discussion Tom Lehman President Lehman Associates, LLC / Lehman Reports Alexandria, VA 703-373-7550 Tom@LehmanConsulting.com www.LehmanConsulting.com

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