© Lehman Associations, LLC 2013 Technology as Strategy™ Tom Lehman Lehman Associates, LLC Lehman Reports 2014 Technology Institute NYSAE April, 2014

© Lehman Associations, LLC 2013

Technology as

Strategy™

Tom LehmanLehman Associates, LLC

Lehman Reports

2014 Technology Institute

NYSAE

April, 2014


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


• 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


Evolving Role of Technology

Technology Introductio

n

Technology as Tools

Technology as

Strategy

Investment

Investment

Cost CenterLinear

Exponential

ROI Potential


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


A Greater Focus on Outcomes

Member Database

CRM Toolset

Engagement


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


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


Advanced Capabilities Best Practices


Increasingly Complex Technology Environment


Technology ComplexityThird-party Services Adoption

Lehman Reports Technology Study, 2013

Driving deep, two-way AMS integration


Market / Segmentation Complexity

The Multi-device Connected Market

Situational Segmentatio

n


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


Advanced Reporting / BI

Lehman Reports AMS, Association Technology studies


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


Dashboards in Associations

Use projected to double within 2 years

Lehman Reports AMS


Cloud-based Services


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


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


Technology as Strategy


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


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


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


Questions and Discussion

Tom Lehman

President

Lehman Associates, LLC / Lehman Reports

Alexandria, VA

703-373-7550

[email protected]

Documents

© Lehman Associations, LLC 2013 Technology as Strategy™ Tom Lehman Lehman Associates, LLC Lehman Reports 2014 Technology Institute NYSAE April, 2014