A humble recommendations

to the Research Questions

Key steps to get the strategy
works
Question:
As a digital transformation consultant for charities, plan out a strategy to obtain IT project
buy-in from charity client departments and build relationships with charity senior
management and sector stakeholders through the consulting process. (in 3 slides or less)
1. Identify and engage key stakeholders: Identify key stakeholders in the charity, including senior
management, department heads as well as the super user. This will help you to build relationships and
gain their trust, which is important when seeking project buy-in. Keep engaging with sector stakeholders,
such as other charities or industry experts, to gather insights and best practices.

2. Have an understanding the charity's needs: Having a workshop to figure out the charity's needs and the
pain points they are facing. Conduct a thorough analysis of their existing IT infrastructure, identify areas
that require improvement, and understand the goals they want to achieve through the project to ensure
the system or recommendations could meet client needs. ADKAR method is suggested to find data on
client expected disposition whether they fall on supporter/ neutral/ opposer for the action.
3. Communicate the benefits: Once having a clear understanding of the charity's needs. Carry on
communicate the benefits of the proposed IT project. This includes outlining how the project will help
the charity achieve its goals, how it will streamline processes, reduce costs, and improve the overall
efficiency of the organization. This will help to convince the charity's senior management and
stakeholders of the value of the project.
4. Develop a clear project plan: develop a clear project plan that outlines the timeline, budget, and resources
required for the project. Inclusion of specific benefits the project will provide to each department, What’s it
in for them and how their day-to-day operations will be impacted. The more specific and detailed project
plan creates a compelling desire for change.
5. Provide ongoing communication: Provide ongoing and weekly communication to all stakeholders. Keep
the team on point and surface the issues for resolution, i.e, regular updates on the progress of the project,
any changes to the timeline or budget, and any challenges that arise. Providing ongoing communication
helps to build trust and ensure everyone is on the same page.
6. Monitor and measure success: Tracking key performance indicators (KPIs) such as efficiency gains, cost
savings, and overall impact on the charity's mission. Keep on maximizing collective efforts from the
stakeholders and reduce the risk for failure. Sharing the success of the project with the charity's senior
management and stakeholders will help to build credibility and trust.
 Key methods to measure
Impact and ROI
Question:
Most methods of reporting IT impact rely on productivity gains, which can be problematic to
measure and suffer from self-reporting bias. Propose a method for charities to reliably measure true
impact and ROI from IT investments so that they can appeal for more resources (in 3 slides or less)
To measure the true impact on ROI in charity industry, consider key results
from:
• Frequency—how frequently the donor gives
• Recency—how recently the last gift was given
• Monetary—how much the donor has given in total

Factors that affect ROI:

• Size and wealth of the target donor audience • Number of new prospects
found
• Number of existing donors found to have greater capacity
• Age and history of the fundraising program • Number and type of
fundraising staff employed
• Experience and longevity of the fundraising staff
• Extent and focus of the fundraising strategy (both the number and types of
engagements for direct mail, special events, annual fund, grants, major gifts,
planned/ deferred gifts, etc.)
Prospecting donor background screening to increase larger size of gift
from the campaign. Using the structured move to gain momentum of
campaign donor often require high level retention of donor or new
acquisition. Both require on-going communication to update and to
increase understanding of the prospects. The aim is to gain access to
the top and large prospect. Thus, every few months of data screening
and customer segmentation could help indicate metric such as
propensity to give. This could help prioritise segment list of various
development going on and matches the requirement from the
campaign. ROI is easy to be measured by the size of the gift per donor
Or by the total size of gift received in comparison with the previous
campaign.
A standard prospect research and screening should achieve a soar of
average total new prospects identified, average monetary raised and
decreasing rate of average cost of screening. Additionally, with a
greater prospect screening help build positive relationships with
potential donors and lesser extent upgrade or downgrade previously
identified prospects.
 Recommendations for TQ to
increase Salesforce sales
Question:

Charity boards are unwilling to spend on IT licenses, services or IT maintenance outside of grants. For
example, they might have 40 social workers sharing 10 free SalesForce accounts. This is unscalable,
causes inefficiencies and rework as they keep rebuilding decayed systems. This also limits the profits
TQ can make outside of grant enabled projects and limits MRR (monthly recurring revenue). What
can be done to change the industry, and how can TQ do it? (in 3 slides or less)
Let’s scope it down to what feasible actions could be done from the
company.
Identify change champions: Identify key champions and foster a solid relationship within the
organization who can promote the importance of business process improvement for Salesforce.
These champions can help to create awareness and generate buy-in from the charity board. The
board may not understand the value of investing in IT or we possibly don’t get a fair understanding
yet on their pain points and ambitions with direct interactions.

Collaborate with other organizations in the industry: TQ, organizations and thought leaders can
advocate for the importance of IT investment and share best practices for implementation. Leverage
user groups and communities to share knowledge and best practices related to business process
improvement in Salesforce. These groups can be a great resource for learning about new tools and
techniques, as well as for networking with other professionals in the industry. User study or group
study can be carried time to time based on the right topic out to display the changes in a more
pragmatic way for higher management and the board to understand the pain points faced by their
staff or target audience
Share success stories and encourage true feedback: Encourage feedback from team members on
the effectiveness of the business process improvement program. This feedback can help to identify
areas for improvement and ensure that the program is meeting the needs of the organization. Share
success stories of organizations that have successfully implemented business process improvement
in Salesforce. These stories can inspire and motivate team members to embrace the process and
work towards improving their own workflows.
 Thank You
Change our thoughts and you change the world
- Norman Vincent Peale