Digital Leadership Programme: Phase 2 Update

Digital Leadership Programme


Following the completion of Phase 1 of the Digital Leadership Programme, Seven League designed three workshops to be delivered for Phase 2. These workshops were built on the findings of Phase 1 and some further analysis carried out by Seven League and CIMSPA. They were designed to help bridge the current skills gap of participating organisations and to create a strong foundation of knowledge for future digital transformation projects.

Delivered via a webinar, the workshops covered four main areas:


  • CEO’s digital DNA: A look at the importance of CEOs having digital confidence and a meaningful presence.
  • CRM and data: An exploration of traditional CRM, data warehouses and membership/competition/qualification management.
  • Organisation and resource: A review of the skills and expertise required to deliver digital transformation and possible solutions to in-house skill gaps.
  • Commercial: A discussion on the various opportunities for NGBs to identify and deliver commercially viable opportunities.

The following report includes some of the aims and feedback shared by the participating organisations during the workshops.


Aims: The following aims of the participants were expressed by those attending the workshops


  • Learn how to make the most of digital.
  • Understand how to change the culture within the organisation.
  • Understand the commercial opportunities available and how to utilise them for the organisation’s benefit.
  • Understand how to build a digital ecosystem shared by the organisation and remove small silos.
  • Understand how to progress from their current position in the journey of digital transformation.
  • Identify the biggest wins and find a focus point.

CEO’s digital DNA: The following section includes comments and considerations made during this section of the workshops.


  • CEO’s need to have a digital presence. But also need to craft an engaging and appropriate voice that reflects their professional role and responsibility.
  • CEOs are often the most publicly accountable but most hidden.
  • Many feel that it is more important to place their organisation’s account before their own, but it is recommended that these can be complimentary.
  • CEOs often find they themselves are not very engaged digitally but they have someone senior in their team that is.
  • CEOs often use social media for the consumption of information instead of distributing information.

CRM and data: The following section includes comments and considerations made during this section of the workshops.


  • Organisations need to understand what data they are collecting, what data they need to collect and how to use their data to inform their decision-making process.
  • Often the term CRM is being used to include membership systems, qualification management, data warehouses, and customer relationship management software. These programmes should be defined individually instead of being crammed into a single system.
  • NGBs lack the right knowledge to scope properly for their needs. It is recommended that the scoping process takes longer to fully understand the needs of an organisation.
  • CRM projects fail for one of three reasons - people, processes or technology.
  • Vendors either appear very good on the front end but not effective on the back end or vice versa.
  • A CRM system should act as a singular system to view and track the customer experience all in one place.

Organisation and resource: The following section includes comments and considerations made during this section of the workshops.


  • Organisations’ strategy needs digital at the heart as a means of delivering their strategic objectives.
  • Digital is being done within organisations but it is currently being underfunded, but the organisations as a whole are underfunded.
  • For the resources that are being invested by organisations, how do they know they are progressing at the right pace
  • An organisation needs to have confidence that those leading digital are leading in the right direction and possess the right expertise, knowledge and experience.
  • Peer to peer learning should be encouraged to embed digital within an organisation.
  • Digital transformation is a journey, not a destination and needs a clear management throughout.
  • Organisations are often expected to deliver more with less funding and resources.

Commercial: The following section includes comments and considerations made during this section of the workshops.


  • Commercial opportunities in digital are needed to be understood by those selling commercial packages as well as those delivering the packages.
  • It is difficult to know when to give away access to your audience/data.
  • You have to be confident that the investment goes right as the funding will likely not come around again.
  • An audience doesn’t want to be owned, so the key is to create a strong and loyal relationship through engagement.
  • Understand what data and information is important when creating commercial packages is key.

An update on phase 3 will be posted once completed.

For more information please contact:

Charlotte Phillips
Project Officer
Tel: 01509 458394
Email:charlotte.phillips@cimspa.co.uk

Incorporated by Royal Charter Charity registration number 1144545

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