This report has been built following a roadmapping workshop held by the RNLI in May 2018. The aim of the work was to provide a critical path towards a world in which charities allow supporters to donate how, where and when they like.
2. PEERREVIEWVERSION–FORDISCUSSIONONLY
Report authors
Martin Wilson, RNLI
Dr. Clemens Chaskel, IfM ECS
Photo / image credits
Martin Wilson, RNLI
Participating organisations:
RNLI
Greenwood Campbell
Prostate Cancer UK
3 Sided Cube
Cudo Ventures
Médecins Sans Frontières UK
Behavioural Insights Team
Raising IT
The Brain Tumour Charity
The Royal British Legion
Woodland Trust
Thyngs
Future Agenda
Institute of Fundraising
Alzheimer’s Society
Boring Money
Mr Bluebird
Good Innovation
MoneyFarm
REPORT INFORMATION
Contact information
For enquiries related to this
report, please contact the RNLI
at the following address:
innovation@rnli.org.uk
Workshop venue kindly supplied by digital
transformation agency, ekino.
www.ekino.co.uk
About this document
This document contains the findings of the Strategic Landscaping and Technology
Roadmapping event only. It is considered to be a working document to facilitate
further discussions. Where appropriate, it does reference external material, but
first and foremost, it is a true and accurate reflection of conversations and insights
given by subject matter experts over the course of two days.
4. PEERREVIEWVERSION–FORDISCUSSIONONLY
The Royal National Lifeboat Institution (RNLI) is the charity that saves lives at sea. Our vision is to end
preventable loss of life at sea. With such an ambitious target, it is essential that the organisation continuously
challenges its strategy for achieving that end state. This is especially true when one considers the highly
changeable landscape in which we operate – our lifesaving, prevention and funding operations are all
potentially impacted by emerging socioeconomic and technological trends and drivers.
By identifying, understanding and interpreting emerging behaviours and technologies within the wider
political, economic, societal context, the RNLI is able to make informed decisions on how to act. For example,
the RNLI may wish to actively invest resource in developing a capability that exploits this technology, or
partner with an organisation with similar goals to share the burden of exploring a new technological frontier.
To ensure that the decision is not based on local, biased and parochial knowledge, the engagement of subject
matter experts from across government, industry and academia, who can provide independent advice and
insight is vital.
Through the process of Technology Roadmapping, we conducted a study in collaboration with industry and
academia, exploring the exploitation of technologies that will ensure that the RNLI remains relevant to the
donating public, and that we are able to develop strategies that shore up our funding streams as we move
towards an uncertain future.
An additional driver behind this work was the need to bring some coherence to what is an extremely ‘noisy’
sector. In recent years there has been an explosion in the number of platforms and services purporting to
have the potential to be of great benefit to charity fundraising. By bringing together stakeholders from across
the charitable donation sector, it was hoped that the risk of the sector progressing multiple solutions to the
same problems would be reduced and economic economies of scale be realised by coordination of needs
early on in the procurement process.
INTRODUCTION
background
PEERREVIEWVERSION–FORDISCUSSIONONLY
5. PEERREVIEWVERSION–FORDISCUSSIONONLY
Digital technology has revolutionised the way people shop, sell and donate, and people are increasingly
moving away from using cash. Cash has fallen from representing 62% of all payments by volume in 2006, to
40% in 2016, and is predicted by industry to fall to 21% by 2026. Meanwhile, the growth in the use of digital
payments has been rapid. Contactless payments made each month have grown by nearly twenty times in the
three years to June 2017. Research suggests that two-thirds of people are making more payments digitally
than they did five years ago. Digital payments provide benefits to consumers, businesses and charities by
offering convenient, tailored and flexible ways of transacting. Increasingly, they can also offer additional
services, such as an ability to better target, record and share data relating to transactions.
the problem space
6. PEERREVIEWVERSION–FORDISCUSSIONONLY
To make any investment, the not for profit community needs to understand the impact new developments
are likely to have on fundraising. It was felt that this collaborative approach could be supported by building a
shared landscape in order to better understand the current state-of-the art and to remove some of the hype
surrounding new technologies.
This activity aims to identify deliverable interventions that address one or more of the following three
barriers and enable a greater level of focus for the sector as a whole.
• Giving to charity is not a priority
• There is no opportunity to give
• The options offered are not suitable
The activity set out to envision a world in which charities allow supporters to donate how, where and when
they like. Within the two-day workshopping activity, there formed emergent themes around the identification
of tools with the ability to foster engagement, motivate towards support and facilitate donation.
motivation for
conducting this
Work
vision
Peerreviewversionfordiscussion
7. PEERREVIEWVERSION–FORDISCUSSIONONLY
40 experts from across industry and academia were invited to contribute their expert insights on the evolving
donations landscape. Over the course of two days, in addition to a preliminary survey, attendees were asked
for their expert opinion on the five forces affecting technologies being used in the donations sphere.
Specifically, they were asked:
• What are the trends and drivers affecting this sector?
• What are the products and services being developed now and in the future to meet donors’
emerging needs?
• What needs to be achieved from a technology perspective to create these products and services?
• What are the barriers and enablers that must be tackled and promoted respectively, to make
these achievements possible?
A combination of large and small group activities, each with review and feedback sessions, was used to
validate results and opinions among the delegates, with the intention of stimulating discussion across the
sector to identify commonly experienced problems and shared solutions.
To facilitate discussion we worked together to constructed a critical path towards an understanding of what
would need to be true to enable people to donate however, whenever and wherever they like. This is
highlighted on the landscape through a series of identified gaps and opportunities; that if tackled in the order
presented will enable progress towards the vision in the shortest timescale.
METHODOLOGY
A detailed description of
the roadmapping
methodology employed
in the study may be
found in the appendix.
8. PEERREVIEWVERSION–FORDISCUSSIONONLY
The roadmap of the overall landscape shows the predicted interactions over time (from 2018 to 10 + years)
between external trends, emerging technologies; and the services and solutions that could enhance
fundraising capability.
The trends that were identified as having greater potential influence are illustrated with the green dots on
the next page. Perhaps unsurprisingly, an increase in automation of donation and the reducing role of cash
within transactions is seen as very relevant to the charity fundraising sector. It was also identified that there is
an increased desire for donors to have greater levels of direct involvement in their giving, while technological
developments are making it much easier to see and share the impact achieved through their support.
DISCUSSION
& FINDINGS
the landscape:
technology
roadmap for
the future of
donation
9. PEERREVIEWVERSION–FORDISCUSSIONONLY
the trends
We identified 135 drivers for change as
having the potential to influence the sphere
of charitable donation. These were
discussed and prioritised by the participants
around the factors of which could have the
most significant impact. These are
represented on this trend map, with green
dots indicating those that were perceived to
have the potential for greatest impact, blue
dots signifying those with a lower level of
impact and yellow dots as those with a
lower impact still. There were an additional
105 drivers that were either amalgamated
or discounted as of too low importance.
primary
trend
secondary
trend
tertiary
trend
key: trend prioritisation
DISCUSSION & FINDINGS
10. PEERREVIEWVERSION–FORDISCUSSIONONLY
Over the course of the workshop themes emerged across the landscape. These were prioritised through
discussion and were expanded upon in order that each theme could be followed through a narrative, linking
the market ‘pull’ (trends and drivers, services and solutions) to the ‘push’ from emerging technologies.
While building the landscape we saw emergent themes forming around the five areas of:
• Using AI to find and keep donors
Virtual assistance provided through voice interaction and chatbots was identified as a way to deliver a
higher level of personalisation within the donor experience. Within a longer term, it was felt that there is
an opportunity to extend the use of AI to find patterns from within organisational databases and also from
the wider world to identify those that may have more propensity to support.
• Better data integration
It was felt that API’s would have the ability to facilitate a world in which donating is fully entwined with
your life. This would require collaboration across the charity sector to develop APIs that are able to provide
integrated touchpoints across the lives of donors.
• Building better connections
Gaining increased supporter engagement through the creation of new experiential value exchanges that
include a ‘moment of truth’ with the ability to communicate the need of the charity. While we see current
examples of the use of Virtual, Augmented and Mixed Reality to deliver these experiences, the thinking is
that these experiences go beyond digital and into physical.
DISCUSSION
& FINDINGS
11. PEERREVIEWVERSION–FORDISCUSSIONONLY
• Creating microdonation product that people want
To optimise financial transactions so that there are opportunities to donate a small amount of money
(<£5) through a passive or proactive action of the donor. Examples of this can currently be seen in
solutions that round up purchase amounts and trigger a donation to charity. While currently there are
barriers around fees and minimum viable transaction amounts, it was felt that in the longer-term
blockchain-based technologies would reduce there and provide new viable solutions.
• Readiness for cash free society
The combined factors of decline in the use of cash and the development in underlying technologies enable
a move towards viable replacements to the collection of cash. The thinking was that this would begin with
the use of Near Field Communication (NFC) and Quick Read (QR) codes as a low-cost, easy introduction to
cash free giving, leading through to wider introduction of contactless technologies and the adoption of
digital wallets as the area matures. It was felt that for this to happen there would need to be greater
levels of collaboration across the sector.
These themes were explored further and developed into a set of roadmaps that looked at each separate
thematic topic (see Topic Roadmaps included in appendix).
DISCUSSION
& FINDINGS
13. PEERREVIEWVERSION–FORDISCUSSIONONLY
It should be noted that the landscape developed during the workshop is an ‘educated guess’ on what the
future may look like and is limited to the expertise of the subject matter experts that participated in the
exercise We are aware that the pace of advancement in the technology sectors indicate that there may be
rapid development, with these ‘pushes’ leading to behavioural changes at an unpredicted rate.
It is for this reason that we aim for this to be a discussion document that seeks the response from those not
involved in the workshop who feel that they could help us better define potential futures.
A significant enabler for widespread adoption of some technologies identified on the landscape is the
reduction of the barriers to entry for the charity sector, including hardware costs, fees and regulation. There
was also discussion around the influence of General Data Protection Regulation and the sharing/securing of
data.
Technologies have been placed on the roadmap in the timescale where there was consensus that the
technology would be mature and affordable enough to be adopted for use within the wider charity sector.
Outputs of the roadmapping exercise are not to be considered definitive, but as an invitation to engage in
discussion and identify where further opportunities or gaps in knowledge may exist.
DISCUSSION
& FINDINGS
topic
roadmap
14. PEERREVIEWVERSION–FORDISCUSSIONONLY
Chatbots
Using chatbots to facilitate personalised engagement that leads to better engagement and/or donation.
Steps to realising this vision:
- Obtain internal buy-in and stakeholder support
- Create Proof of Concept FAQ bot
- Integrate API that enable financial transaction via bot if required
Contactless
To adopt a financially viable sector-wide standard for contactless donations.
Steps to realising this vision:
- Understand the skills gap that charities face
- Investigate the potential of QR and NFC within charity materials and assets
- Adoption of common agreed standards and systems
- Lobbying to reduce or remove fees associated with contactless transactions
Microdonations (under £5)
To optimise the financial transaction process so that at every purchase there is an opportunity to support a
cause that matters to you.
Steps to realising this vision:
- Understand the scale of the impact within the area of microdonation
- Map stakeholders with the opportunity to achieve a benefit
- Seek synergistic partnerships that would take this to a scaled audience
- Test creative, fun, easy to give concepts.
The participants linked
the drivers, the services
and solutions and the
emerging technologies
identified in the landscape
to identify eight areas of
importance. Topic
roadmaps were
constructed for each of
these areas. From these
we constructed 3 strategic
themes, reported in the
following section.
DISCUSSION
& FINDINGS
topic
roadmap
15. PEERREVIEWVERSION–FORDISCUSSIONONLY
APIs
Creation of a universal platform that matches opportunities to donate time or money in ways that are
entwined with your life.
Steps to realising this vision:
- Build a cooperative of charities and developers that can collaborate around this project
- Build insight around feasibility and user needs
- Build and test API within cooperative
- A unified platform that can be used across sector
Cryptocurrency mining
A zero-investment fundraising activity that generates a digital currency with value from nothing other than a
small electrical cost and supporters’/partners’ existing computer hardware.
Steps to realising this vision:
- Comms to internal stakeholders
- Establish partners (including corporate supporters) to understand synergies
- Make available to general supporters
Transactional Experience
Going beyond pure transactional relationships with charities to enable new types of value within immersive
experiences for a wider range of donors.
Steps to realising this vision:
- Build the belief in opportunity through creation of new measures
- Use service design principles to better understand the relevant stories for charities
- Trial experiential opportunities to inform user end requirements
DISCUSSION
& FINDINGS
topic
roadmap
16. PEERREVIEWVERSION–FORDISCUSSIONONLY
Social Media
Create rapid engagement opportunities within native social platforms that maximise the unique features and
benefits of these platforms.
Steps to realising this vision:
- Investigate existing available fundraising opportunities
- Create a content strategy for social that can be owned by champions across the charity and allies and
supporters
- Develop a ‘share to donate’ widget
- Establish opportunities to reach across messaging platforms
Data and AI targeted marketing
Enabling charities to provide a personalised approach to donors with greater levels of propensity to support.
Steps to realising this vision:
- Reviewing existing data to understand values of donors
- Automated system for serving relevant tailored content
- Creation of a pool of donors with greater levels of engagement
DISCUSSION
& FINDINGS
topic
roadmap
17. PEERREVIEWVERSION–FORDISCUSSIONONLY
strategic themes
The drive to exploit new technologies that enable access to a pool of people that would be receptive to
a prompt for donation.
The key objective of this activity
to map the future of donations,
which we defined as the
financial transaction between
donor and charity. However, it
emerged through the exercise
that delegates were keen to
broaden the scope to include
targeting activity to find new
support. A decision was made to
incorporate this area as it was
influenced by the same drivers,
utilised some of the same
technologies and was an
important element in the growth
of fundraising opportunity.
18. PEERREVIEWVERSION–FORDISCUSSIONONLY
To create a bridge between identifying and converting a donor.
This topic roadmap links closely to
the two other topic roadmaps by
either providing the bridge between
targeting and donation or by
providing the motivational tool that
can be used to cycle a donor towards
ongoing committed financial support.
strategic themes
19. PEERREVIEWVERSION–FORDISCUSSIONONLY
To create a seamless and flexible donation experience.
The drive to identify technologies
with the ability to influence the
donations landscape naturally pulled
the discussions towards the physical
donations experience. The two key
trends driving this topic roadmap are
a general and continual decline in the
use of cash, and the donor’s need for
a swift method of donation. The
roadmap formed around three
thematic areas of Artificial
Intelligence, microdonation and cash
free society.
strategic themes
20. PEERREVIEWVERSION–FORDISCUSSIONONLY
The technology roadmapping activity was positioned as an opportunity for greater coherence within the UK
charity sector’s strategy for exploiting new fundraising technologies through the development of a common
vision.
It was recognised that there is a need to better understand how technology can support fundraising activity
at both larger and smaller organisations. Also, there is a requirement to be able to achieve an acceptable
return on new investment, while reducing the amount of risk that charities are exposed to.
Through exploring the landscape, a better understanding has been reached on how external Trends and
Drivers are predicted to interact with emerging technologies from across industry sectors. Technical subject
matter experts provided awareness of the maturity of relevant technologies and enabled participants to cut
through the hype and identify what state-of the art will look like in the short, medium and long term (Gartner
Hype Cycle for Emerging Technologies 2018 is included in the appendix).
DISCUSSION
21. PEERREVIEWVERSION–FORDISCUSSIONONLY
The topic roadmaps identify stepping stones needed to prepare for the future payments landscape.
The level of interest in the activity from the charity sector indicated an appetite for further collaboration and
desire for greater influence over industry. Positive engagement from industry during the roadmapping
exercise showed a desire to work with the charity sector to develop products that are fit for purpose.
The RNLI established this technology roadmapping exercise with the aim of understanding the implications on
the RNLI of forecast developments and to:
• Identify opportunities to enhance fundraising through one common vision
• Identify projects for collaborative learning
• Explore new technologies
• Identify the most relevant areas of focus
• Identify barriers and enablers to adoption
• Inform requirements for future capability
While we believe that we have gone some way to achieving this, we are aware that this is only our opinion.
It was our intention that this activity would be the stimulus for discussion and we would love to hear
whether you agree with our thinking.
DISCUSSION
22. PEERREVIEWVERSION–FORDISCUSSIONONLY
We took the strategic themes of most interest and built them out to three narratives that considered how to
access a pool of people that would be receptive to a prompt for donation, how to create a bridge between
identifying and converting a donor and how to create a seamless and flexible donation experience.
Staying true to a human centred design principles, each of these narratives was developed around a set of
PESTLE trend insight, submitted and ratified by the participant group.
Larger versions are included in the appendix and available online at https://goo.gl/K1kw6v
VISUALISATIONS
23. PEERREVIEWVERSION–FORDISCUSSIONONLY
CONCLUSIONS Through the course of the activity, a coherent joint vision was identified for the future of charitable donation.
The UK charity fundraising community now has an opportunity to collaborate around areas of interest and
deliver joint requirements to industry; allowing cost savings to be realised from shared aims and a reduction
in resource requirements to take new initiatives to market.
Technological developments will enable the sector to use the data that they have access to in much better
ways, either through integrated services and platforms, or through the introduction of Artificial Intelligence.
There will be greater opportunity to build meaningful connections with prospective and existing donors
through relevant, targeted messaging, experiential opportunities and sharing the impacts achieved through
support.
In the area of donation, we anticipate significant areas of opportunity around the benefits offered by the use
of Artificial Intelligence within the transaction, the new products and services that enable microdonation
opportunity, and the introduction of new technologies that will replace the collection box in a cash free
society.
24. PEERREVIEWVERSION–FORDISCUSSIONONLY
PEER REVIEW
Contact information
For enquiries related to this report,
please contact the RNLI at the
following address:
innovation@rnli.org.uk
Alternatively, contact Martin Wilson,
Innovation Scout of the RNLI:
Martin_Wilson@rnli.org.uk
For questions about strategic
roadmapping, contact Dr. Clemens
Chaskel, Senior Industrial Fellow, IfM
ECS:
clemens.chaskel@eng.cam.ac.uk
This report has been based upon the opinion of the workshop participants and
it is our intention that this activity would be the stimulus for further discussion.
In order to share your thoughts, please join our LinkedIn group as we would
love to hear whether you agree with our thinking.
https://www.linkedin.com/groups/8692933/
25. PEERREVIEWVERSION–FORDISCUSSIONONLY
APPENDIX
Delegates
Greenwood Campbell
Prostate Cancer UK
3 Sided Cube
Cudo Ventures
Médecins Sans Frontières UK
Behavioural Insights Team
Raising IT
The Brain Tumour Charity
The Royal British Legion
Workshop structure and details
31 subject matter experts from representing
Charity, Industry, Regulators and Academia
participated in the workshop.
Facilitators
Dr. Clemens Chaskel, IfM ECS, University of Cambridge
Martin Wilson, RNLI
Thyngs
Future Agenda
Institute of Fundraising
Alzheimer’s Society
Boring Money
Mr Bluebird
Woodland Trust
Good Innovation
MoneyFarm
RNLI
26. PEERREVIEWVERSION–FORDISCUSSIONONLY
Day 1: Understanding the strategic landscape
Factors that make up the landscape were broken down into the following areas:
• Trends and Drivers
- Why do we want to change what we are doing now?
- What external factors will influence the landscape (Political, Environmental, Social, Technological,
Legal and Economic)?
• Services and Solutions
- What services do we need?
• Technologies
- How to we realise the services and solutions that are needed?
• Enablers and Barriers
- What factors will help or hinder us achieving the desired future state?
Day 2: Detailed Topic Roadmaps
Eight topics that were identified as areas of interest were explored in more detail during Day 2 of the
workshop.
These were: Engaging and Motivating, Chatbots, Contactless, Microdonations (under £5), APIs,
Cryptocurrency mining, Transactional Experience, Social, Data and AI targeted marketing.
The workshop took place
over two days at the
digital transformation
agency, ekino in early
Summer 2018.
Activities on Day 1
focused on
understanding the
strategic landscape for
the future of donation.
From this, high priority
themes were identified
that where considered in
more detail in topic
roadmaps on Day 2.
APPENDIX
approach
27. PEERREVIEWVERSION–FORDISCUSSIONONLY
Roadmaps provide a structured visualization of particular strategic aspects. They are used to support strategic
planning across a broad spectrum of applications. A common roadmap layout, or architecture, will contain
two axes. There is a horizontal, time-based axis; often encompassing the past, short-, medium- and long-
term, as well as the vision. The vertical axis usually pertains to perspectives, or dimensions, relevant to the
focal point of the roadmap; often represented as horizontal layers, forming a matrix across the time
dimension.
A roadmap allows the integration and alignment of several different perspectives across a broad time range.
In this way, the development of currently developing, or short-term, underpinning science and technology to
support long-term market trends and drivers can be explored. As a result of this flexibility, roadmaps can be
applied at different levels – international, industry, company and product-specific roadmaps have been
produced (Phaal et al., 2004; Phaal & Muller, 2009). They can also be applied in a hierarchy – with industry-
level trends and drivers cascading down through organizational objectives into specific products and
technology features and parameters – a great benefit to the RNLI, who interfaces with many different
stakeholders, from policy makers to recreational sea users.
Roadmapping processes typically follow a pattern of divergence, convergence and synthesis (Phaal et al.,
2010). Brainstorming and scenario planning are divergent activities which benefit the process by encouraging
open and innovative thinking by participants. In contrast, convergence requires some discipline to focus the
attention onto the most important issues identified in the divergent activity. Thus, workshops tend to employ
a divergent-convergent cycle of activities, culminating in a synthesis stage where summarising and sense-
making help create a coherent set of roadmaps (Phaal et al., 2010).
APPENDIX
roadmapping:
theoretical
background
28. PEERREVIEWVERSION–FORDISCUSSIONONLY
The activity of recognising and acting on the impact of trends is a vital element of competitive strategy
(Aguilar, 1967). As technology becomes increasing complex and has a larger impact on manufacturing firms,
technology intelligence is vital for firms to remain competitive. Kerr et al. (2006) found that technology
intelligence “provides an organization with the capability to capture and deliver information in order to
develop an awareness of technology threats and opportunities.”
The roadmapping process employs similar techniques for scanning for trends in the external environment
(Phaal et al., 2012). This information is typically drawn from the expert participants in the early stages of the
workshop, however one mechanism to enhance the information generated and captured is to pre-populate
the roadmap prior to the workshop. Approaches for this include a) participants can be requested to prepare
in advance, or b) external researchers can be commissioned to identify important trends and drivers.
Prior to the initiation of the roadmapping exercise and engagement of external subject matter experts, the
RNLI Innovation Team worked with internal stakeholders to clearly define their problems and what
constituted success for this programme of work. Through a series of one to one meetings and after
engagement with senior decision makers, a formal requirement document was developed.
APPENDIX
roadmapping:
theoretical
background
(cont.)
Roadmapping
at the RNLI
29. PEERREVIEWVERSION–FORDISCUSSIONONLY
To develop the roadmap, it was essential that the RNLI gathered insights from a broad audience that was
engaged with our purpose, understood the intent behind the roadmapping exercise and was sufficiently
forward thinking to stretch our understanding of the current and emerging donations landscape. The
Innovation Team sought to engage a balanced mix of participants from charity, finance and technology to
contribute. Essential to the success of this exercise was the participation of each member without any
commercial or political bias – a sentiment that was bought in to by all.
Prior to the roadmapping workshop, key insights on the selected topic areas were gathered by the project
team from the workshop participants. A blank roadmap template was sent to participants, soliciting
comments and insights relating to trends and drivers etc. and when the participant thought they would
impact the landscape (short, medium, longer term). During a two-week period, over 1,500 insights were
collated from 20+ of the participants.
Whilst some participants were aware of the roadmapping concept, few had actually participated in a
roadmapping exercise. To ensure that everyone was one the same level and was able themselves to leverage
most value from the exercise, the RNLI and the IfM ECS facilitator held a webinar. During this participants
were given an overview of the methodology, its origins and its utility to organisations like the RNLI.
Participants were then talked through the Pre-Work and invited into a Q&A on the methodology. Both RNLI
and external parties took advantage of this learning opportunity.
APPENDIX
Identifying
contributors
Pre-Work:
Collating
insights
Roadmapping
literacy
30. PEERREVIEWVERSION–FORDISCUSSIONONLY
On receipt of the pre-work from workshop participants, the IfM ECS clustered and de-duplicated insights,
rationalising all the information provided to yield a roadmap that could subsequently be taken into the
workshop as a ‘straw man’ that could subsequently be built upon. Included in this activity was an analysis of
the frequency and prevalence of certain insights and their emergence over time.
As mentioned, the workshop took place over two days at the digital transformation agency, ekino (part of the
Havas group) in May 2018.
Activities on day 1 focused on understanding the strategic landscape for the future of donation. On the
second day, the group was split into focus groups to work on detailed roadmaps of topics that were of
particular importance to the group, before again engaging the wider audience in a discussion on these topics.
Following the roadmapping event, all outputs were codified and recorded by the RNLI project team, with
guidance from IfM ECS. Synthesis included audio recordings and physical content (i.e. topic roadmaps from
the workshop). The project team then synthesised the insights into a more concise set of individual
roadmaps, simplifying and interpreting as they went. These formed around the three narratives of:
• Accessing a pool of people that would be receptive to a prompt for donation
• To create a bridge between identifying and converting a donor
• To create a seamless and flexible donation experience
Throughout this intensive exercise, care was taken not to lose meaning from the content.
APPENDIX
Roadmapping
literacy
Roadmapping
workshop
Synthesis
