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Digital Strategy to 2016
Transcript of Digital Strategy to 2016
Agreed origination and prioritisation of content types
Templated toolkits for fast-turnaround self-publishing Platforms & Tools Enabling greater portability of content whilst reducing our audience cannibalisation and strengthening processes for commissioning digital properties Greater flexibility in local, regional and global content creation and management
Minimum viable tech products for localised tailoring
Governance models for supporter engagement via digital channels
Provision of content beyond our own digital estate
Rules of Engagement for third-party agencies Global Planning Develop the global digital planning processes, ensuring better alignment of campaign outputs and measuring effectiveness across markets. Support Global Content Programme in the creation of a global marketplace for content
Improvements to planning, execution, monitoring and evaluation methodologies (e.g. KPIs)
Formalised digital skillsharing beyond annual global event (e.g. virtual, Hub-based, S/s led)
Support ITP in the introduction and cultivation of a collaborative working platform Building Digital Capacity Strive for increased relevance of our output and, simultaneously, our ability to serve discrete audiences by enabling staff to self-publish and creating digital communities of practice. Identify audiences and specify the channels most relevant to communicate directly with them
Map-out content types required to successfully target and cut-through to identified audiences
Undertake a comprehensive digital skills-audit and gap analysis of outward-facing staff
Facilitation of training and development programmes
Issue digital best-practice guidelines to ensure minimum standards are upheld as we devolve Becoming a Networked Org Creating the space for knowledge and ideas to emerge from anywhere, capitalising upon existing supporter engagement expertise and business units to lead on specific digital work for the movement. Increase opportunities for collaborative working and knowledge-sharing
Working groups to maintain momentum on global digital workstreams between Digital Skillshares
Develop robust and globally adopted frameworks for standards and governance across the movement
Develop our rules of engagement for working with third-party vendors Digital Comms towards 2016 Spearhead the digital transformation of AI through movement-wide delivery of this strategy, whilst refocusing DCP around the provision of deep-level digital expertise. Consolidated deep-level digital expertise within DCP after devolution of audience-specific digital operations
Realignment of digital communications function at the IS to reflect aforementioned consolidation/devolution
Digital governance structures, analytics and platform strategies to be agreed by the global digital function Innovating for Social Change Develop and launch a series of technologies for rights-holders, extend our network of partnerships across civil society and industry and secure long-term funding for Tech & HR. Mainstream the Technology & Human Rights project into all relevant campaign areas
Establish a Global Innovation Unit focusing on scalable solutions for real-time social change
Lend our expertise in developing AI’s research and policy workstream on Internet FoE Become an Open Source Org Create a superuser communities of AI supporters as an extension of our staff, enable supporters to facilitate debates on HR topics and surface opportunities for open source intervention. Increased cultivation of existing groups of core-supporters (e.g. Global Youth Groups, S/s Local Groups)
Development of a discussion and crowdsourcing platform to allow supporters to 'give differently'
Establishment of a high-profile conference series in partnership with third-party organisations
Open data protocols across our digital properties to allow third-parties to incorporate our content Digital Theory of Change from 2010-16 ISP Successful digital transformation comes not from implementing new technologies but from transforming your organization to take advantage of the possibilities that new technologies provide.
Digital Transformation, CapGemini Consulting, 2013 There is a canyon dividing people who understand technology and people charged with addressing the world’s toughest geopolitical issues, and no one has built a bridge. Yet the potential for collaboration between the tech industry, the public sector and civil society is enormous.
The New Digital Age, Eric Schmidt Develop a new global, distributed way of working with a much stronger presence in the global South, enabling us to respond to changes in the world and to increase our ability to protect the human rights of all people.
Strengthen the capability of those whose rights are violated to claim their rights from governments and corporations, wherever they live.
Build public support in emerging economies.
Improve the speed and effectiveness of our response to human rights violations and crises, wherever they occur.
Establish a powerful online presence to mobilize younger women and men through global, regional and national campaigns.
Enhance our local relevance through our Sections and partners, strengthened and supported through powerful regional and international voices.
Ensure quality and rigour continues to drive all our work Objectives of the Global Transition Programme Our Guiding Principles
Think globally whilst acting locally: We strive towards making One Amnesty a reality in the digital space, but recognise that rarely is there a one-size-fits-all solution for the markets we operate in.
We should always strive for greater efficiencies...: In developing best-of-breed digital solutions for the organisation, whether tactical or strategic, we should lean in favour of that which demonstrates the greatest efficiencies, such as the potential for redeployment elsewhere within the organisation.
...But should ensure we foster innovation in a protected space: In support of our organisational goals, we should try and test new ways of digital working, as the discipline demands that we move with and respond to ever-changing communications trends.
Our priorities are lead by the organisation’s internal response to external change: Successful technologies respond to sociological needs, not vice-versa. We are not, nor do we strive to be, a technology organisation, so should take all efforts to avoid developing technologies for their own sake.
We should approach every initiative by seeking to harness the power of the movement: A more organised and structured approach to global planning, married to the breadth and depth of knowledge regarding digital supporter engagement throughout the movement, provides us with the greatest opportunity to make a networked and devolved Amnesty International a reality. The Digital Response to Global Transition Our Renewed Priorities
Movement Support: Optimising support for the global movement within its existing and growth markets is central to our ability to enhance local relevance and to mobilize through global, regional and national campaigns. To augment existing practices, we will need to drill-down to a core set of common needs that can be serviced by the global function, whilst drawing upon the expertise from the broader organisation in order to propagate functional best-practice throughout the movement.
Digital as a Mindset: Major digital transformation initiatives are "centered on re-envisioning customer experience, operational processes and business models," according to a recent report*. Our ambition to foster distributed ways of working, whilst improving our speed and effectiveness, will rely in no small part upon our ability to successfully build our digital capacity throughout the organisation and across functions.
Enabling Rights-Holders: Our aim is to broaden our use of technology, from that of an operational enabler, centred on campaigning, communicating and/or fundraising, to that which strengthens the capabilities of those whose rights are violated. Increasingly this means looking at how we can support rights-holders in using innovative technologies, tools and tactics, but also to use technology to allow supporters and HRDs to assist our organisation in new ways. * Digital Transformation, CapGemini Consulting, 2013 “Strategic imperatives” dominates the story of each INGO that has struggled for global coherence. The main motives to change have been strategic: more impact in the field, advocating with a clearer voice, and finding resources.
Patterns of International Non Governmental Organisation’s Growth, Jon Huggett