Can we design our Can we design our way out of Cancer?way out of Cancer?

Information Technology at the Canadian Cancer Society’s BC & Yukon Division

Can a new model save an old cause?

Assignment #4: Digital Strategy Canvas v1.0 / Wendi Davies

The Canadian Cancer The Canadian Cancer Society is Canada’s Society is Canada’s

largest Cancer charity.largest Cancer charity.Mission The Canadian Cancer Society is a national community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer. 

Vision Creating a world where no Canadian fears cancer. 

Strategy and FocusStrategy and Focus

End of Life

Survivorship & Thrivership

Support

Working

Volunteering

Giving

Healthy Living

Occupational & Environmental Carcinogens

Tobacco Control

Diagnosis & Treatment

Early Detection

Screening

This year the Canadian This year the Canadian Cancer Society turns 75.Cancer Society turns 75.

Amidst a changing landscape and increased

competition will we reach 100?

Or, can we achieve our mission so we can retire

early, with a Cancer-free Canada?

Like many non-profits, Like many non-profits, we face a number of we face a number of

challenges.challenges.

ChallengesChallenges

Technology has not had an opportunity to meet these challenges.

If the organization as a If the organization as a whole is a “customer” of whole is a “customer” of

IT, what is the value?IT, what is the value?

What is IT’s current What is IT’s current value proposition?value proposition?

• Business Canvas Model by Alexander Osterwalder & Yves Pigneur. Capturing the current state.

• The canvas creates questions and invites inquiry…

• Instead of hard revenue, we aim for Organizational Contribution

VALUE PROPOSITION

CHANNELS

RELATIONSHIPS CUSTOMERS

ORGANIZATIONAL CONTRIBUTION

COST

STRUCTURE

KEYPARTNERS

KEYRESOURCES

KEYACTIVITIES

Information Technology

Reliable Technology to enable work

Technical Support & problem-solving

Hardware Suppliers

Personal Assistance

Managed IT Services

Recruiters and Consultants

Software Companies

National IT

Software installation & updates Timely,

effective help

Low cost support for all staff

Technical guidance and translation

Per-incident basis

Defined term ProjectsProject

Execution

Capital Infrastructure IT is 2.5- 3%

of Revenue

GeneralInternal Staff

Managers & Directors

Volunteers

Helpdesk ticketing system

Email & Intranet announcements

Telephone and in-person visits

Donors to the Society

Board Members & Partners

Infrastructure Platforms & Software

Staff, Volunteers, Partners

Capital and operational funds

Tacit knowledge

Risk Management & Information Security

Software-as-a-Service

Outsourced & Managed Services

Project Costs Some IT projects

enable Mission

IT is Efficiency focussed

IT’s current value IT’s current value propositionproposition

Information technology provides high-touch, cost effective technical support and administrative systems to a general, mass customer base.

It doesn’t seem like It doesn’t seem like enough.enough.

VALUE PROPOSITION

CHANNELS

RELATIONSHIPS CUSTOMERS

ORGANIZATIONAL CONTRIBUTION

COST

STRUCTURE

KEYPARTNERS

KEYRESOURCES

KEYACTIVITIES

Information Technology: Questions & Inquiries

Reliable Technology to enable work – but what more?

Technical Support & problem-solving – we are good at this!

Hardware costs will go down – but do we need all this stuff?

Personal Assistance – what about self help and community?

Managed IT Services will become more competitively priced

Recruiters and Consultants want to work with us

Software Companies will keep offering non-profit discounts

National IT will allow us to lead or diverge

Time for R&D and new products is scarce

Timely, effective help (through a high-cost method)

Low cost support for all staff, how about solutions for an entire organization?

How about change leadership & innovation?

Per-incident basis – can this be automated?

Is Program management a better model?

Concurrent Projects hard to prioritize and manage

Capital Infrastructure – $$ forklift upgrades

IT is 2.3- 3% of Revenue

General staff – stressed, pressured, trying

Managers & Directors – no time to learn or envision

Volunteers & Donors– why isn’t this experience better? CCS is slow to evolve

Helpdesk ticketing system – where are the metrics?

Email announcements – is there a more engaging way?How can the experience be instant & rich?

Board Members & Partners – “Is it done yet?”

Technology– can it change with us?

Staff, Volunteers, Partners – how to engage them with the business?Capital and operational funds threatened with declining revenues

What about DATA?

Customer Specific Value Propositions?

Software-as-a-Service; does this constrain or enable us?

Project Costs

Some projects enable Mission – most keep the lights on

What about DATA?

Who is the priority? Who helps us innovate and meet our challenges??

Clearer tie to an Org Canvas!

How do we focus on VALUE as well as efficiency?

Gartner says 3.5% is average “steady state” – what about $$ for R&D, innovation or growth?

Outsourced Services – these are “administration costs” for a non-profit.

Where are strategic conversations??

What is the SWOT for What is the SWOT for this model?this model?

• Strengths and Weaknesses for IT today• Opportunities and Threats in the Organizational

context

Initial SWOTInitial SWOT

Internal Factors (Departmental)

ExternalFactors(OrganizationalEnvironmental)

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

• Value Proposition achieved with conservative funds

• Partners are diversified• Resources are in place• Channel works for

current service delivery• Costs are generally fixed• Customer relationships

are established

• High-touch support is more costly per incident

• Some internal knowledge “lost” to outsourcing

• Capital costs amortization affects bottom line

• Channels lack diversity and customer focus

• Overall benefit to the organization is limited

• Commoditization of IT can further reduce costs

• Co-creating technology solutions with customers could increase value

• Untapped data potential exists

• Applying new technologies to ‘old’ challenges

• Value Proposition is undervalued vs. expectations

• Declining revenues may further limit IT investment

• Customer needs intensify or diversify, exceeding resource capability

Maybe a new design is Maybe a new design is needed?needed?

We can harness We can harness technology in the fight technology in the fight

against cancer.against cancer.

Integrating technology more Integrating technology more

fully into our mission.fully into our mission.

Creating a world where no Creating a world where no

Canadian fears cancer…Canadian fears cancer…

Worth the effort.Worth the effort.

SourcesSources• Canadian Cancer Society BC & Yukon Division Strategic Plan 2010-

2015 (May 2013 edition)• www.charityintelligence.ca Ci_Cancer_Report_April_2011.pdf

accessed May 2013• Canadian Cancer Society BC & Yukon Division Financial Report

2006-2012, IT costs as % revenue.• Interviews with Cheryl Swallow, Director Finance and

Administration, Canadian Cancer Society BC & Yukon Division• Business Model Canvas and SWOT by Wendi M. Davies, Manager,

Information Technology, Canadian Cancer Society BC & Yukon Division

Assignment #4: Digital Strategy Canvas v1.0 / Wendi Davies