Accelerating our Mission ACSs journey to becoming more Customer - - PowerPoint PPT Presentation

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Accelerating our Mission ACSs journey to becoming more Customer - - PowerPoint PPT Presentation

Mar 31, 2024 328 likes •634 views

Accelerating our Mission ACSs journey to becoming more Customer focused Topics Organizational alignment Impact on our approach to engaging customers 2 2010 A healthy national non-profit organization 3 Aligning the organization

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Accelerating our Mission

ACS’s journey to becoming more Customer focused

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Topics

  • Organizational alignment
  • Impact on our approach to engaging customers
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2010 – A healthy national non-profit organization

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Aligning the organization for impact

1,000,000

… more liv lives es

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A platform for change

The possibilities before us at the American Cancer Society to save lives and to change the course of cancer and of the very future of public health are simply incredible. But we must be bold enough to seize this future. By 2020, if we at the Society stay on our current course and preserve the status quo in our

  • rganization, we’ll still be doing good things and saving lives.

Yet if we push ourselves to do more, we could achieve something truly great, saving almost a million more lives – for a total of 4.6 million in 3 decades. Not choosing that course – leaving lives on the table – is simply unacceptable.

  • Dr. John Seffrin
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SLIDE 6 Graphic source: HBR

ROAD E ENDS NDS REB EBUILD REINVE VENT NT

The Transformation

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  • Dr. Seffrin outlined a clear set of From/To’s that map to 6 principles of

transformation

From Few rewards & incentives Limited ability to resource & seize
  • pportunity
Local corporate relationships Preserving autonomy / separateness at all costs Over processing, slow decision making Bureaucratic & hierarchical Blurred lines of authority & accountability Non-competitive marketing presence Domestic only To Performance based compensation that rewards desired behavior Flexibility & fungible assets – human & financial Global enterprise wide partnerships with multinationals Unified enterprise with common purpose Fast decision velocity based on evidence & fact Nimble, broader, flatter platform Crystal clear lines of responsibility & accountability Competitive – charity of choice position & voice Global leader Principles 1 Greater Interdependence 2 Leadership’s Role Clarity 3 Customer Culture 4 Flexible Resources 5 Rapid Innovation 6 Talent Focused
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Our Transformation Principles

GREATER INTERDEPENDENCE

Trust and support for each other enterprise-wide

LEADERSHIP’S ROLE CLARITY

Expectations & accountabilities aligned

CUSTOMER CULTURE

Customer’s experiences & needs at the center

FLEXIBLE RESOURCES

Dynamically optimizing resource allocation

RAPID INNOVATION

Ongoing development and more rapid scaling of next generation methods

TALENT FOCUS

A talent focused organization 8
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2014 - 2015

Our Transformation Continuum

2012-2013 2010-2011

The “What”

Building the foundation to enable transformation

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2016 & Beyond

The “When”

Realize the benefits of a performance-based

  • rganization & a culture
  • f transformation

The “How”

Stabilize and leverage

  • ur foundation &

structure to work together in a new & integrated way The “Why” The Change Story

  • utlined why we

had to transform

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American Cancer Society Transformation Team

Transformation Steering Committee National Board Advisory Committee on Transformation Core Team

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Enterprise ACS Structure

General Counsel IT

President / COO1

Talent Strategy Commun- ications Revenue & Marketing OCOO Finance Gover- nance Field General Counsel President / COO Commun- ications Cancer Control ACS CAN Field Corporate Center Field Legend: ACS, Inc Board of Directors Chief Executive Officer Medical/ Science Strategic Governance 11 Division EVPs Global Health
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The Field model is oriented around core constituencies

Corporations & High Net-Worth Individuals

Corporate Center Divisions

Mission, Advocacy, Income

Strategy Translation Execution Support Talent Lifecycle Reporting & Analytics Health Systems Communities

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“Wins” and “Firsts”

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“Early Wins” and “Firsts”

14 National commitment to achieving 80% Colorectal Cancer Screening rate by 2018 $6M Grant awarded due to ability to deliver consistently nationwide High staff excitement & empowerment around our work with Federally Qualified Health Centers
  • Community based staffing structure with
staff – level learning communities One set of HR/Talent staff, policies, programs & benefits
  • Enterprise-wide visibility & centralized management
  • f the contracting process
  • Reduced 990 filings to 4 forms
  • An Enterprise Resource Allocation plan
  • Centrally managed restricted resources process
  • Collective enterprise spend through centralized
sourcing & procurement Risk mitigation with computers encrypted & protected

Strategy

People Process Technology

Graphic Source: Booz|Allen|Hamilton
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“Wins” and “Firsts”

15 Achieving 80% Colorectal Cancer Screening rate by 2018

Strategy

Graphic Source: Booz|Allen|Hamilton One Executive Leadership Team
  • An enterprise-wide risk management function
  • Enterprise Reputation & Stewardship
  • Enhanced internal communications
Enterprise-wide alignment of Performance Management tools & processes
  • A common new hire “orientation”
experience
  • An enterprise-wide program of work
  • An enterprise set of policies and processes
Enterprise-wide HR reporting
  • Virtual meetings enabled

People Process Technology

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SLIDE 16 Planning & Preparation 2010 2011 2012 2013 2014 2015 2016 Today Deconstructing & Constructing Integrating & Investing Stabilizing Optimizing & Performing 16

Our Transformation Continuum

Financial Performance Impact
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What does a transformed American Cancer Society look like?

Greater Impact Significant increase in revenue in 2016, 2017 and beyond Research budget increased over time Greater percentage of funds going to mission Global movement to end cancer Focus on vulnerable populations Research that answers mission critical questions Consistent offerings across the nation

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Impact on our approach to engaging customers

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The ‘pre’ state

Fragmented Customer Experience

Divisions ‘voted’ on adoption of customer engagement activities No customer experience champion Siloed segmentation efforts & promotional data history Sporadic “satisfaction” measurement Limited action taken on customer feedback Customer response strategies inconsistent at best

Decentralized Functions

Income Development & Marketing separate departments at national level - no direct accountability for field revenue Direct mail, telemarketing and e-marketing managed separately; no digital team existed Advertising managed by Corporate Communications

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Mission Support and Advocacy Fundraising

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Transforming how we think about Marketing and Revenue

$

↗

To Fr From

Quiet leader Bold & active category champion Well-known, 100 year old brand Well-known & salient brand, leading to end cancer as we know it Hidden value Value transparency Point-in-time interactions Integrated experiences & relationship Fighting for share Defining & growing the entire category Money generator Engine to catalyze time, talent & treasure

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Core Revenue Brand Revitalization Development Fundraiser Marketing/Direct to Consumer Corporate Relationships & Alliances

Key 2014/15 Foundational Plays

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Organizing Revenue & Marketing Functions for Growth

Corporate Relationships & Alliances (B2B) Development (B2C) Core Revenue Marketplace Insight, Experience & Strategy Brand Strategy & Planning Integrated Marketing Product Innovation
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Marketplace Insight, Experience & Strategy

Customer focused decision making

Customer focused decision making

Insight & Trends Prospect Research Customer Experience Strategy & Planning

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Integrated Marketing

Digital & Creative Strategy Customer focused engagement & marketing Customer Engagement Strategy Advertising Direct Mail Telemarketing E-Marketing

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The ACS involvement funnel

Reputation

Revenue Relevance Reach

How we acquire – media, partnerships and alliances, PR, Direct response, word

  • f mouth

How we engage – messaging, content, channels, cadence, segmentation, customer understanding How we retain – the experience, the value of the brand, the culture, the points of differentiation How we convert – the experience, the product, the offer, ease of interaction, customer knowledge and belief in value exchange

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Moving from siloed to integrated marketing

Strategy & planning aligned to customer’s journey Insight into the whole customer All channels in one department Integrated agency selection and optimization process Designing tools to support and enable integration Addressing ingrained beliefs and change management as we go

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Enterprise segmentation Customer strategy ‘governance’ Enhanced analytic environment and integrated marketing database Continuous customer focused process improvement Enterprise alignment in a performance based culture

Where we go from here

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Lessons along the way

Start with defining the end state Must have Executive alignment and governance The order in which you proceed matters Communication, Communication, Communication This is not easy – be prepared to make tough choices Lots to be gained from an aligned, integrated approach – inside and out

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