While there was a focus on the top five strategic imperatives and the aspirational causes of World Vision UK, there was an identified gap with the digital enablement, and how digital could support the whole organisation. There were high-level statements, but the initial digital view was fragmented with little detail in place.
The challenge World Vision UK faced was that the digital plan touched everything – essentially digital was potentially ‘under the skin’ of many of the services – but was not formally recognised in terms of the central role it could play. As a consequence of this, the technology team were flooded with multiple requests from different imperatives, but these had not been joined up, mapped against a unified strategy and prioritised.
World Vision UK needed a unified, digital-first strategy – one that would bring together the fragmented plans and support the overall strategic imperatives of the business, so the greatest value could be achieved from the investment they were making.
- A digital vision needed to be evolved for the senior leadership team so high-level aspirations & guidelines could be set for the delivery teams.
- The profile of digital projects needed to be raised and their importance understood – addressing any cultural barriers would be essential for successful digital change.
- There needed to be agreement around long term technical and data architecture.
- The strategy needed to be measurable – both in terms of how it would be delivered and the target business outcomes.
- The high-level budgeting needed to address the true cost of the digital spend – what would it take to make it happen and did it make sense?
- They needed to ensure the right people, with the right skills, were empowered to deliver and address any capability gaps.
- Relationships with strategic partners and the suppliers needed review.