Accelerating our Mission ACS’s journey to becoming more Customer focused
Topics • Organizational alignment • Impact on our approach to engaging customers 2
2010 – A healthy national non-profit organization 3
Aligning the organization for impact 1,000,000 … more liv lives es 4
A platform for change The possibilities before us at the American Cancer Society to save lives and to change the course of cancer and of the very future of public health are simply incredible. But we must be bold enough to seize this future. By 2020, if we at the Society stay on our current course and preserve the status quo in our organization, we’ll still be doing good things and saving lives. Yet if we push ourselves to do more, we could achieve something truly great, saving almost a million more lives – for a total of 4.6 million in 3 decades. Dr. John Seffrin Not choosing that course – leaving lives on the table – is simply unacceptable. 5
The Transformation REB EBUILD ROAD E ENDS NDS REINVE VENT NT 6 Graphic source: HBR
Dr. Seffrin outlined a clear set of From/To’s that map to 6 principles of transformation From To Principles Fast decision velocity based on evidence & Over processing, slow decision making 1 Greater fact Interdependence Preserving autonomy / separateness at all Unified enterprise with common purpose costs Bureaucratic & hierarchical Nimble, broader, flatter platform 2 Leadership’s Role Crystal clear lines of responsibility & Clarity Blurred lines of authority & accountability accountability Competitive – charity of choice position & Non-competitive marketing presence voice 3 Customer Culture Domestic only Global leader Limited ability to resource & seize Flexibility & fungible assets – human & 4 Flexible Resources opportunity financial Global enterprise wide partnerships with 5 Rapid Innovation Local corporate relationships multinationals Performance based compensation that Few rewards & incentives 6 Talent Focused rewards desired behavior 7
Our Transformation Principles GREATER INTERDEPENDENCE Trust and support for each other enterprise-wide LEADERSHIP’S ROLE CLARITY Expectations & accountabilities aligned CUSTOMER CULTURE Customer’s experiences & needs at the center FLEXIBLE RESOURCES Dynamically optimizing resource allocation RAPID INNOVATION Ongoing development and more rapid scaling of next generation methods TALENT FOCUS A talent focused organization 8
Our Transformation Continuum The “When” Realize the benefits of a The “How” performance-based Stabilize and leverage organization & a culture our foundation & of transformation structure to work The “What” together in a new & Building the integrated way foundation to enable transformation The “Why” The Change Story outlined why we had to transform 2010-2011 2012-2013 2014 - 2015 2016 & Beyond 9
American Cancer Society Transformation Team National Board Advisory Committee on Transformation Core Team Transformation Steering Committee 10
Enterprise ACS Structure Legend: ACS, Inc Corporate Center Board of Directors Field Chief Executive Officer Gover- ACS CAN nance President / COO 1 President / COO Medical/ Talent Commun- Commun- Cancer IT OCOO Science Strategy ications ications Control Strategic General General Revenue & Finance Field Field Governance Counsel Counsel Marketing Global Health 11 Division EVPs 11
The Field model is oriented around core constituencies Divisions Corporations & High Net-Worth Individuals Mission, Advocacy, Health Income Communities Systems Corporate Center Reporting & Strategy Translation Execution Support Talent Lifecycle 12 Analytics
“Wins” and “Firsts”
“ Early Wins” and “Firsts” Strategy National commitment to achieving 80% Colorectal Cancer Screening rate by 2018 $6M Grant awarded due to ability to deliver consistently nationwide High staff excitement & empowerment One set of HR/Talent staff, policies, programs & around our work with Federally Qualified benefits Health Centers People --------------------------- --------------------------- Enterprise-wide visibility & centralized management Community based staffing structure with of the contracting process staff – level learning communities --------------------------- Reduced 990 filings to 4 forms --------------------------- An Enterprise Resource Allocation plan Technology --------------------------- Process Centrally managed restricted resources process Risk mitigation with computers --------------------------- encrypted & protected Collective enterprise spend through centralized sourcing & procurement 14 Graphic Source: Booz|Allen|Hamilton
“Wins” and “Firsts” Strategy Achieving 80% Colorectal Cancer Screening rate by 2018 One Executive Leadership Team --------------------------- An enterprise-wide risk management function - Enterprise Reputation & Stewardship People --------------------------- Enhanced internal communications Enterprise-wide alignment of Performance Management tools & processes --------------------------- A common new hire “orientation” experience --------------------------- Technology An enterprise-wide program of work Enterprise-wide HR reporting Process --------------------------- --------------------------- An enterprise set of policies and processes Virtual meetings enabled 15 Graphic Source: Booz|Allen|Hamilton
Our Transformation Continuum Deconstructing Integrating Optimizing Planning & Preparation Stabilizing & Constructing & Investing & Performing Financial Performance Impact 2010 2011 2012 2013 2014 2015 2016 Today 16
What does a transformed American Cancer Society look like? Greater Impact Significant increase in revenue in 2016, 2017 and beyond Research budget increased over time Greater percentage of funds going to mission Global movement to end cancer Focus on vulnerable populations Research that answers mission critical questions Consistent offerings across the nation 17
Impact on our approach to engaging customers 18
The ‘pre’ state Fragmented Customer Experience Decentralized Functions Divisions ‘voted’ on adoption of customer Income Development & Marketing separate departments at national level - no direct engagement activities accountability for field revenue No customer experience champion Direct mail, telemarketing and e-marketing Siloed segmentation efforts & promotional managed separately; no digital team existed data history Advertising managed by Corporate Sporadic “satisfaction” measurement Communications Limited action taken on customer feedback Customer response strategies inconsistent at best 19
Transforming how we think about Marketing and Revenue ↗ $ Mission Support Fundraising and Advocacy Fr From To Quiet leader Bold & active category champion Well-known & salient brand, leading to Well-known, 100 year old brand end cancer as we know it Hidden value Value transparency Point-in-time interactions Integrated experiences & relationship Defining & growing the entire category Fighting for share Money generator Engine to catalyze time, talent & treasure 20
Key 2014/15 Foundational Plays Core Revenue Brand Revitalization Development Fundraiser Marketing/Direct to Consumer Corporate Relationships & Alliances 21
Organizing Revenue & Marketing Functions for Growth Corporate Relationships & Development Core Revenue Alliances (B2C) (B2B) Marketplace Brand Insight, Integrated Product Strategy Experience & Marketing Innovation & Planning Strategy 22
Marketplace Insight, Experience & Strategy Insight & Trends Customer Experience Customer focused decision making Strategy & Planning Prospect Research Customer focused decision making 23
Integrated Marketing Customer focused engagement & marketing Customer Advertising Engagement Strategy Digital & Creative Telemarketing Strategy E-Marketing Direct Mail 24
The ACS involvement funnel How we acquire – media, partnerships How we engage – and alliances, PR, messaging, content, Reach Direct response, word channels, cadence, Relevance of mouth segmentation, customer understanding Revenue Mission How we convert – the experience, the product, the offer, ease of interaction, customer knowledge How we retain – the experience, and belief in value exchange the value of the brand, the Reputation culture, the points of differentiation 25
Moving from siloed to integrated marketing Strategy & planning aligned to customer’s journey Insight into the whole customer All channels in one department Integrated agency selection and optimization process Designing tools to support and enable integration Addressing ingrained beliefs and change management as we go 26
Where we go from here Enterprise segmentation Customer strategy ‘governance’ Enhanced analytic environment and integrated marketing database Continuous customer focused process improvement Enterprise alignment in a performance based culture 27
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