© lehman associations, llc 2013 technology as strategy™ tom lehman lehman associates, llc lehman...

© 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

Email

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

© Lehman Associations, LLC 2013

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

Tom@LehmanConsulting.comwww.LehmanConsulting.com