Cancer Research UK uses a lean approach to focus its fundraising efforts on legacies, high street shops, events, volunteer fundraising, corporate partnerships, major giving, and telethons. They invest 80% of donations into clinical trials involving over 25,000 people, funding 4,000 scientists, doctors, and nurses to optimize cancer diagnosis, treatment, and prevention. Their lean strategy involves taking things one step at a time, staying under the radar, finding the right partners, sharing results, upskilling people, and empowering teams.
1. Lean at CRUK
Ane Martins da Silva - Lead Product Manager
Benedict Steele - Head of Engineering
2.
3. • Legacies
• One off donations
• High street shops
• Events
• Volunteer Fundraising
• Corp Partners
• Major giving and appeals
• Telethons - SU2C
How we work
• 25,000+ people take part in our
clinical trials
• We fund 4,000 scientists, doctors
and nurses
• 80p of every pound donated is
invested in core purpose
(optimise, diagnose, treat,
prevent)
Legacies
One off donations
High street shops
Events
Volunteer Fundraising
Corp Partners
Major giving and appeals
Telethons - SU2C
Lottery
Volunteering
Income in 2015-16
£635M
80p of every pound donated is invested in core purpose (optimise, diagnose, treat, prevent)
Lincolns Inn Field Building site
BA gathering requirement
MOSCOW
Solution designed
Business case written - 5 year total cost of ownership
Everyone gets and supports lean, as far as it doesn’t disrupt the way they operate.
In a certain way adoption of new ways of working compares to technology adoption.
So today rather than sharing a list of all the tools we've used I want to talk about how to get an organisation used to follow a waterfall approach to get comfortable with and adopt lean principles.
We are going to share a few strategies and tricks that worked for us.
ONE STEP AT A TIME
Pick something you're passionate about, that one thing that'll make you go the extra mile
We knew our cause matters to people
We knew these people take part in events and are sponsored for doing so.
We knew people fundraise for us.
Offline
And online
that's not what we were testing.
I suspected we didn't have the best online fundraising solution in place
and was determined to test a different business model.
Should we build and maintain our own online fundraising solution?
Is having full access to fundraisers and donors' data as valuable as we think it is?
How are we going to use the data to tailor the journey and engage new supporters?
Will it allow us to experiment and innovate faster?
Is it cost effective?
These were the questions I had to answer.
I had to go beyond the famous ask for forgiveness not permission. I had to cheat.
Needed a proposition as my cover. A proposition is…
So I reached out to the innovation team and we started the testing with a new proposition they were investigating.
You don't need to tell everyone what you are doing until you have something tangible to share.
Enlist the right comrades
The like minded people who are trying to do the same as you.
I strongly recommend having an influential sponsor (or being one)
I had my director totally on board, ready to empower us and fight for this.
Think about what you're trying to test and what you need to run these tests - a developer to help you put that landing page up, the marketing guy to run those adwords, access to the customer database to get in touch with a handful of users
Hub & Spoke
Agile Workshops
Lean Workshops
Modern Marketing Academy
End to end product ownership - not just digital
Product owners in the business - eg. Intranet