2024: Domino Containers - The Next Step. News from the Domino Container commu...
Why Organization Structure Matters for Online Success (1 of 2)
1. Why Organization
Structure Matters for
Online Success
(& why traditional departments don’t work)
#13ntcstructure
Norman Reiss
Nonprofit Bridge
www.nonprofitbridge.com
Why Organization Structure Matters for
Online Success - #13NTCstructure
2. Panelists
Rusty Burwell, VP Governance
American Lung Association
Ryan Davis, Exec Director of Social Innovation
Blue State Digital
Ted Fickes, Founder
Bright+3
Mark Pothier, Online Communications Director
Golden Gate National Parks Conservancy
Norman Reiss, Project Manager
Center for Court Innovation (moderator)
3. Norman Reiss
Session format
A quick review of resources on
organization structure and online success
Questions welcome at any time
4. Building a Successful Online Team
April 2008 - EchoDitto
Essential Positions Secondary Hires
Internet Director Online Organizer (outreach &
(strategy & planning) campaign measurement)
Creative Director (design & branding)
Web Content Manager Web Developer / Engineer (technical
(content & development)
administration) Database Administrator (data
coordinator)
Content Director (content creation)
One skilled person may cover 3-4 of these roles in a
small organization
5. May 2009
•Insufficient staff is major barrier, but having right people more important
than simply having more staff
•Models – centralized (20%) vs. decentralized (39%) vs. hybrid (41%)
•Level of collaboration that exists within organization may be more
important than structure
6. Integrated Fundraising / Communications
Job Description
April 2010
1. Detailed knowledge of multiple fundraising channels
2. Can apply / utilize database segmentation techniques
3. Can work well across departments
4. Collaborative work style – supports / celebrates team successes
5. Strong listener – can ask and utilize others’ feedback
6. Conflict resolution skills – can negotiate conflicting priorities
7. Curiosity / insight into overall organization goals
8. Strong customer service skills dealing with constituents
9. Can encourage colleagues to update online content and actively
promote organization
10. Unafraid of taking risks to experiment with new programs and
adjust approach when needed
7. ‘
Communicopia, Stanford Social Innovation Review
Dysfunctions of Digital Teams
•Silos – physically cut off from others in organization
•Personality Fit – comfortable interfacing with others
•Overload – not able / willing to prioritize work
•Lack of Digital Vision – on which tools to utilize
•Lack of Organizational Vision – doesn’t relate work to org. goals
8. An Organizational Structure that
Supports Your Digital Presence
November 2012 - Smashing Magazine
Clearly Defined Roles for Website Leadership
• Online branding • Content creation / removal
• Analytics monitoring • New feature deployment
• User testing • Hosting
• Site accessibility • Technical implementation
• Social media management • Graphical design
Who is responsible, accountable, consulted and informed
for each role?
9. Questions We’ll Address Today:
• There may not be an ideal structure, but there are
common characteristics at nonprofits which
succeed online
• Changing structure won’t be enough if
organizational culture doesn’t change with it
• If you’re not able to restructure, what else can you
do to improve the results of your online campaigns?
10. Why Organization Structure Matters
for Online Success
Rusty Burwell
Vice President, Governance
American Lung Association
Why Organization Structure
Matters for Online Success -
#13NTCstructure
11. bu·reauc·ra·cy noun, plural bu·reauc·ra·cies
• government by many bureaus, administrators, and petty officials.
• the body of officials and administrators, especially of a government
or government department.
• excessive multiplication of, and concentration of power in,
administrative bureaus or administrators.
• administration characterized by excessive red tape and routine.
Origin: 1810–20; bureau + -cracy, from French bureaucratie
Why Organization Structure
Matters for Online Success -
#13NTCstructure
12. “Structure Matters”
American Lung Association Structure:
• National Office: NY/DC – 80 staff
• 9 Regional Lung Associations – 500 staff
• Autonomous, separate 501(c)(3)
• Local board and staff control
• Multi-state regions
• 90 local offices including branches
Why Organization Structure
Matters for Online Success -
#13NTCstructure
13. “Structure Matters”
Centralized/coordinated systems
• Convio/Blackbaud
• www.lung.org and ‘local’ sites; Team Raiser; E-
advocacy; E-marketing
• ROI – CRM - single, integrated database
• Sage Fund Accounting
• Intranet – SharePoint
• Learning Management Sys – internal and external
Why Organization Structure
Matters for Online Success -
#13NTCstructure
14. “Structure Matters”
Controlling/Managing/Implementing ALA systems
Divisions Departments
• Marketing/Communications •Communications/PR
• IT/CRM •Online Services
• Advocacy •National Policy
• Mission •Direct Response
• Development •Special Events
•Health Education
•Corporate Partnerships
Why Organization Structure
Matters for Online Success -
#13NTCstructure
15. “Structure Matters”
Key to battling bureaucracy: Leadership buy-in
• First – cooperative/collaborative environment
• Second – specific project/tactic
• Third – outcomes focused
Why Organization Structure
Matters for Online Success -
#13NTCstructure
16. “Structure Matters”
…and remember:
You are a leader
Why Organization Structure
Matters for Online Success -
#13NTCstructure
17. We will breathe easier when the air in every
American community is clean and healthy.
We will breathe easier when people are free from the addictive
grip of tobacco and the debilitating effects of lung disease.
We will breathe easier when the air in our public spaces and
workplaces is clear of secondhand smoke.
We will breathe easier when children no longer
battle airborne poisons or fear an asthma attack.
Until then, we are fighting for air.
Why Organization Structure
Matters for Online Success -
#13NTCstructure
18. Ted Fickes
Founder,
A Tale of Two Organizations
19. Organization One : Game of Thrones
Why Organization Structure Matters for
Online Success - #13NTCstructure
20. Organizational structure reflects a model of interacting
with people and the world
Why Organization Structure Matters for
Online Success - #13NTCstructure
21. How people really interact
Why Organization Structure Matters for
Online Success - #13NTCstructure
22. Organization Two : Structure (not just software) supports
collaboration, learning, sharing
Why Organization Structure Matters for
Online Success - #13NTCstructure
24. Who We Are:
• Nonprofit partner to Nat’l Park Service
(GGNRA), Presidio Trust, and Golden
Gate Bridge District ($35.5 M in 2012)
• 45+ Park sites, including Alcatraz,
Golden Gate, Muir Woods
• Dozens of programs, visitor centers,
retail outlets = 10,000 points of contact
• Large, one-time initiatives (GGB75.org)
25. Who We Are, Online:
Multiple web sites, social channels, e-news, e-stores
and shared content
26. How We Worked (Not) in 2006
• Online through one (long-vacated) desk.
• Strong silos. Few cross-program teams.
• Redesign stalled. Producer AWOL. Editor
and writer quit. Whistling winds.
• No past CMS, CRM, or regular metrics.
28. Our Hybrid Structure
• Hub: 3 FTE online staff in Comm/Marketing
• Open leadership: Communications drives
online strategy, but with cross-org input
• Convio CMS/CRM + monthly dev hours
• Cross-organization:
• Web Team (publishers)
• Social Media Working Group
• E-Newsletter “sub-committee"
• Google Wildfire social marketing team
29. How to Make It Work
• Channel change
• Communicate clearly,
regularly, up-and-out
• Measure against goals
• "Grow gardeners"
• Learn and spread it
• Establish resilient policies
• Contract expertise. SAAS.
• Oversee volunteer efforts
• Let teams ebb and flow
32. Ryan Davis
Blue State Digital
Why Organization Structure Matters for
Online Success - #13NTCstructure
33. Evaluate This Session!
Each entry is a chance to win an NTEN engraved iPad!
INSERT
QR CODE
HERE
or Online using <insert session hashtag> at
www.nten.org/ntc/eval
Notas do Editor
Organization one – The Wilderness Society. Online is one fiefdom of many and a weaker one at that. In general, influence comes through competitive alliances intended to build power. To get online help each department must compete for attention and support – or go it alone and create their own initiative/team. Some basic detail about how the digital/online structure was set up. Short discussion of couple reform/restructuring efforts – moving online fundraising from online to fundraising, for example. This is just a shifting of power, not a breakdown of walls or improvement to collaboration/sharing. It also doesn’t address digital (or funding) needs/experiences of other departments.
Internal silos are one thing – one well documented thing. Well accursed for limiting collaboration and sharing of information internally. All true. As (or more) significant is that siloed orgs are so busy working out internal communications that they often appear and act as fortresses to the outside world. This limits/weakens communications, especially in digital, web, email, social where sharing and interaction are common/desired.
In organizations – and the bigger world – people interact with those around them (in their department, geographic community, community of practice) but also with the larger world based on relationships, interest and experience. Networks – online and off – mean that messages (information out and learning in) come from and go anywhere. A throne-based organization sets up barriers that slow or halt the passage of information, asking of questions, learning, sharing, collaboration. A throne based organization knows it is weak but set out to tackle the problem in two typical ways: Software – intranets, internal email, instant messaging, shared calendars Restructuring efforts grounded in (and dependent upon) the power centers themselves rather than the needs of audiences, allies, targets or even staff
Organization Two – Greenpeace. The point here is not to hold GP up as a model of “how to do structure for success in digital/online” but rather to identify some of what they’ve done to restructure themselves in a way that does a couple key things: Create a learning/sharing/open organization that’s aware of external/outside actors and lets info move in and out more efficiently (and move internally) Support key traits of citizen (and staff) mobilization – recognized that they have a huge international audience (email, social, etc) that could grow but while a good chunk of it listens it’s not nearly active enough to power the change that’s needed.