THE TRANSFORMATION OF BCS Kate Edwin-Scott, Marketing Director, BCS Sholto Lindsay-Smith, Managing Director, Uffindell
Nov 28, 2014
THE TRANSFORMATION OF BCSKate Edwin-Scott, Marketing Director, BCS
Sholto Lindsay-Smith, Managing Director, Uffindell
Page 2
When the British Computer Society was formed in 1957, televisions were a luxury item. There were no PCs, no mobile phones, no silicone chips.
Page 7
If My Space was a country it would be the 5th largest country in the world between Indonesia and Brazil.
Page 9
The amount of new technological information doubles every 2 years.
For students starting a technological degree, half of what they learn in the first year will be outdated by their 3rd year of study.
Page 10
By 2013, a super computer will be built that exceeds the computational capabilities of a human brain.
Page 12
The British Computer Society had not kept pace with the times.
The name was an anachronism.
THE BRITISH COMPUTER SOCIETY
Page 13
A stakeholder audit showed BCS had lost its relevance.
‘FUSTY’‘ELITIST’
‘OLD SCHOOL’ ‘GEEKY’‘STUFFY’
‘OUT OF DATE’‘ACADEMIC’
‘CRUSTY’‘NERDY’
‘PAROCHIAL’
‘REMOTE’
Page 16
Today there are an estimated1,000,000 peopleworking in the IT industry in the UK.
That’s about 1 in 20 people.
Page 17
Many are employed in mission critical, multi-million pound projects in government, hospitals, banks, nuclear power stations, etc.
Page 18
The IT industry is vital to innovation, competitiveness and the future prosperity of UK plc.
The UK software and IT services sector accounts for 5% of GDP.
The market was worth around £51.9 billion in 2008.
Page 19
You wouldn’t use an uncertified accountant, doctor, architect, or civil engineer. So why an uncertified IT practitioner?
Yet the industry is unregulated.
It was clear that there was a role for an organisation to champion this vital industry.
Page 20
We worked with the leadership team and consulted key stakeholders to explore future scenarios for BCS…
Trustees Members IT professionals
Employers
Government
Academics
Students Trainers
BCS
Page 22
ENABLING THE INFORMATION SOCIETY
Supporting change and wider social and economic progress through the application of IT
Page 23
The strategy focused the organisation on five areas of future activity:
Bridging the gap between IT education, practice and research
Championing the IT profession as provider
of solutions to economic, social and
environmental problems
Giving practitioners professional
development and career support
Informing public policy on how IT can
contribute to society
Ensuring everyone benefits from IT,
enabling citizens to become effective IT
Managers
Enabling the Information Society
Page 24
leading to a new strategy and a two year organizational
transformation programme
The mission was a
CATALYST FOR CHANGE
Page 25
The transformation plan covered every aspect of the organisation:1. Federation workstream –
development of a federation model bringing together IT organisations and associations
2. Learned society workstream –a forum for academics to share developments
3. International workstream –expanding our presence around the world
4. Qualifications workstream –alignment of user qualifications to the UK qualification structure and updating of professional qualifications
5. Professional workstream –development of new rigorous Chartered IT Professional accreditation
6. Web workstream –development of a leading edge site with video news, personalized content, collaboration tools
7. Brand and communications workstream – modernization of the BCS brand to signal change to the IT community
Page 26
We started the transformation process by engaging employees.
They helped determine a culture that would bring about success.
Page 27
A new set of values and behaviours were defined.
Hig
hly
mot
ivat
ing
Critical to organisational success
Not
mot
ivat
ing
Not critical to organisational success
Forward thinking, Leading, Focused, Fast moving, Agile, Proactive, Dynamic,Open, Listening, Empowering
Page 30
The new descriptor ‘The Chartered Institute for IT’ was added to emphasize the institutes role as a professional body.
Page 31
A new creative platform was developed which focuses on the Information Society rather than plugs and wires.
Page 34
A new website was developed (with the goal of becoming the go-to-site for the IT professional).
Page 41
The results• Online advertising generated more than 70,000 extra
visitors to the website
• Social media mentions increased from 254 to 888 mentions during the launch
• Page views increased by nearly half a million
• Visits to the membership pages have increased by 36%and to the qualifications pages by 29%
• Press coverage increased from 1.2 million impression in May to 6.9 million impressions at launch
• Brand advocacy amongst members increased by 10%post launch
Page 42
The results• Online advertising generated more than 70,000 extra
visitors to the website
• Social media mentions increased from 254 to 888 mentions during the launch
• Page views increased by nearly half a million
• Visits to the membership pages have increased by 36%and to the qualifications pages by 29%
• Press coverage increased from 1.2 million impression in May to 6.9 million impressions at launch
• Brand advocacy amongst members increased by 10%post launch.
Page 43
10 thoughts on transformation1. Create a burning platform
2. Think BIG!
3. Use the VOICE OF THE CUSTOMER to convince cynics
4. Lead it from the TOP
5. Involve the WHOLE organisation
6. Keep COMMUNICATING
7. Use the LAUNCH DATE to sustain momentum
8. Don’t launch until you are READY
9. Make sure change is SUBSTANTIVE
10. Secure some QUICK WINS
www.uffindellgroup.com
UFFINDELL LONDON24 St John Street London EC1M 4AYTel: +44 (0)20 7689 0000Fax: +44 (0)20 7689 3930
UFFINDELL NEW YORK330 Madison Avenue 6th FloorNew York NY 10017Tel: +1 646 495 5568Fax: +1 212 208 3073
UFFINDELL PERTHLevel 3, 435 Roberts RoadSubiaco, Perth Western Australia, 6008Tel: +61 (08) 9388 2303 Fax: +61 (08) 9388 2202
UFFINDELL SYDNEYLevel 351 Murray Street PyrmontNSW 2009 AustraliaTel: +612 9552 2100