Speaking truth to power: how insight can shape strategy

Rob GeorgeHead of Supporter Insight and Systems

RSPB

Charitable objects

• Is the purpose of your charity to deliver against a cause?

• Do you need support in order to deliver against that cause?

• Do you expect the need for your charity’s work to increase in the future?– RSPB: Yes, yes and yes. Aim to double net income

and double the rate of growth in unrestricted core income by 2020/21

Planning horizons: an example• Do you expect to see a need to grow income into the future?• To what extent are you dependent on income from legacies?

– RSPB: c. 30%• Do you foresee a need to grow legacy income ahead of the

natural rate in the future?• How far in advance of payback do you need to start legacy

campaigns?– 10 years?

• Do you know precisely what form a legacy campaign should take?– Above the Line / Brand execution

Differing horizons

• Are there any income sources for which the planning horizon is less than 18 months?

• Are there any income streams and campaigns that would not benefit from Insight (qualitative, quantitative, demographic analysis, proposition testing, market intelligence, PESTEL etc.)?

• No, and no

The further forward you look, the broader your research programme

6 months

3 years10 years

And the more unfamiliar the insight

will seemTactical

Strategic

What’s so funny?

“Good evening, Daphne.”

The Outside-In Review

• Set research in the context of future growth: the need for long-term sustainable support.

• Took into consideration the research objectives of over 100 colleagues (through interviews).

• Was hugely comprehensive and referenced in the style of a doctoral thesis.

• Was written up by a team (cross-departmental and beyond) and presented at a number of workshops before the final draft was confirmed.

Conclusions

Market Research

Library Searches

Statistical Analysis

PESTEL

Case Studies

Historical Review

And another thing ...

• You can’t tell everyone everything• You have to summarize• Which means giving an impressionistic final

report• Summaries can be challenged for validity

What happened next

• The RSPB’s last strategy was driven by numbers: we will deliver x conservation outcomes; y supporters; z money.

• We have just started the internal roadshow to launch the next strategy.

• It is all about persuasion, perception change, reframing the RSPB and its cause through a full re-alignment of spend and content in support of aspirational conservation outcomes.