The challenge and the opportunity
Greenpeace Spain's planning session in September is an important moment for the organisation's fundraising and engagement strategy. This year the organisation will develop its three-year strategic plan (3YP) and shape the annual operational delivery plan (ODP) for 2024. The session will also serve to build team bonds and foster ambition and a growth mindset.
Greenpeace Spain is not starting from scratch. Greenpeace International has already developed a strategy emphasising channel diversification, a brand with purpose, and resonant campaigns. The challenge is to align this with the specific context of Spain, building on previous past experiences and future aspirations.
However, some areas do need further work and support. In particular, a strategic focus on digital and technology has been lagging.
To develop this focus, the team needs to look both outwards and inwards: outwards to understand how digital is driving change in marketing strategies and in society; inwards to understand how Greenpeace can use digital to support its strategic goals.
To understand digital requires direct experience of how it can be used with the rapid rise of generative AI tools and their incorporation into software like Windows or Google Workspace we are at a moment of inflexion. Without practical and shared experience of the capabilities of these tools - and others like automation and low-code or no-code tools – it is hard to plan for how they could change supporter experience or ways of working.
The planning session will be an opportunity to kick-off development of the digital strategy – and influence the wider strategy to incorporate opportunities and challenges as a result of digital. The plans developed need to be flexible enough to be relevant at a time of major changes and uncertainty in the world, but detailed enough to support planning processes that start immediately, where numbers and actions to take are needed. There is also a need to develop culture, supporting teams in fostering their growth mindset, helping them to prepare better to face organisational challenges and the uncertain world that is coming, with positivity.
Though the rapid pace of change is a complex challenge, it is not one that can be escaped: Greenpeace’s commitment to tackle this challenge is a sign of its intention to get ahead of the challenges and not be late to take advantage of opportunities.
Aims and outcomes
This project will offer support to Greenpeace Spain in developing two sessions focused on digital and technology for their strategy planning week. The following outcomes are expected as a result of this project:
- Greenpeace Spain fundraising and engagement staff are aware of key digital and technology trends that will influence marketing and supporter behaviour over the period 2024-2026 and have identified short and long-term activities they could take to improve their communications and fundraising result based on these these trends.
- Greenpeace Spain fundraising and engagement staff have detailed understanding of new digital and AI technologies that are (and will be) changing ways of working in all NGOs and are identifying opportunities to use these to become more efficient, productive or improve their results.
- Greenpeace Spain’s fundraising and engagement leaders understand how to incorporate digital and technology as a core feature of the strategy they develop. They will: know the role technology will play in reaching their strategy goals; understand some of the capabilities and systems that they will need to foster to support teams; and be able to prioritise a roadmap for how these can be developed.
This proposal incorporates attendance to provide consultancy support to the leadership team in strategy development and review
Day 1 - how new technology shifts supporters and supporter engagement
A 3 hour workshop to interrogate key trends for the coming five years relating to digital and technology, and how they could affect fundraising and engagement strategy and operations.
Part 1: How the 5 Cs of marketing (and fundraising) are changing in a digital world
- This session will review and discuss how the 5 Cs of marketing and fundraising are evolving in this digital age. It will be delivered through a combination of presentation, online polls using Mentimeter and group discussions.
Part 2: adapting our value propositions to meet changing supporter needs and expectations
- This session will use the Value Proposition canvas to interrogate how the different trends affect what Greenpeace offers its supporters: the ways it makes them feel engaged and satisfied and the ways it helps them remove pains they may feel in their life. It will use a combination of individual and group reflection and work to generate understanding, ideas or strategies on how Greenpeace might enhance its value proposition for supporters in a more digital age.
Part 3: strategic synthesis and prioritisation
- This session will seek to gather insights from the workshop around key opportunities and challenges for Greenpeace Spain from digital trends, and set a foundation for technology-based solutions to these in the next session.
Day 2 - making technology work for us
A 3 hour workshop to develop practical understanding of the current strengths, weaknesses and threats around the use of technology in Greenpeace, followed by practical exercises that focus on how AI and automation could be used to support the team in responding to challenges and opportunities in its marketing.
Part 1: Reviewing the Role of Digital and Technology in Meeting Our Team Goals
- This retrospective session will ask teams to review and identify where digital technology helps or hinders the team in meeting current strategic goals.
Part 2: How might we use digital, AI and automation to support us in meeting our challenges and opportunities?
- This practical session will demonstrate the use of generative AI and automation to support a growth mindset: improving results, streamlining processes, reducing workload or improve the quality and persuasiveness of outputs. This will include an overview of key definitions; side-by-side comparisons of ChatGPT, Bard, Bing AI, Midjourney and other tools; guidance and live demos of writing, testing and validating effective prompts and a Q&A session. It will conclude with teams envisioning how they can see themselves integrating AI and automation into their daily tasks or broader strategies (next six months, next year, next two years).
Ongoing support to the strategy process
In addition to preparation and delivery of sessions at the planning meeting, I will offer support to the Greenpeace team in developing their final strategy, including:
- Attendance at further strategy planning and discussions sessions.
- Reviewing strategy documents and providing comments and analysis.
- Development of key texts around the role of digital and technology in supporting the strategy.
The amount of time this will take is unknown. For this proposal I’ve assumed this is a relatively light engagement and will take up no more than 2 days of my time.
Why work with me?
My passion is helping non profits realise a transformative vision of what they could be in the digital and AI age.
Over 15 years as a senior digital leader, I have worked with non-profit organisations as diverse as Médicins Sans Frontières, UNISON and the Overseas Development Institute (ODI) to understand their goals; explore the possibilities digital offers for achieving these goals; and map and deliver the changes they needed to succeed.
Apart from my recent consultancies for Concern UK and Oxfam Intermon, my most relevant experience for this project is time as Head of Digital at MSF Spain, which boasts 500,000 regular donors and €100m in yearly donation income. I grew digital donation income by 500% over four years and tripled digital recruitment of regular donors. My team expanded from two to 11 people, including experts in performance marketing, analysis and optimisation, product management, inbound marketing, marketing automation, content design, community engagement and supporting the digital needs of MSF missions in the field. I implemented new more innovative and agile planning and management processes – including the introduction of OKRs and regular Design Sprints to create team alignment and increase collaboration across teams. Internationally, I was a founding member of the Global Digital Steering Committee, a group of 5 driving digital growth across the MSF movement.
Since 2021 I've been working as a non-profit digital strategy consultant, alongside studying for an Executive MBA at ESADE Business School in Barcelona. Through this role, I've undertaken digital strategy projects at national and international non-profits – including Oxfam Intermon, the International Science Council, MSF International, Relate and Family For Every Child. In each organisation, I’ve worked with senior leaders to help them develop and start realising an ambitious digital vision. The consultancies have covered innovation, income generation, product development, audience development and changing organisational skills and mindsets.
Previously, my work building a digital team at UNISON led to it being listed in the Digital Leaders 100 list in the UK, while at ODI my digital strategy was awarded Digital Strategy of the Year at the European Digital Communications Awards.
Based on the deliverable above and a day rate of €700, I estimate investment to be along the following lines:
Number of days
Session development and preparation, including pre-reading
12-14 Sep: Workshop facilitation; note taking on inputs for strategy when not facilitating sessions
Write up of session outcomes + wider fundraising strategy support
Proposed investment €4,900 exc. IVA (€5,929 inc IVA)
Travel and accommodation costs not included.
* The days for strategy support beyond the session are assumed based on meetings and input into documents