Speaking truth to power: how
insight can shape strategy
Rob George
Head of Supporter Insight and Systems
RSPB
Charitable objects
• Is the purpose of your charity to deliver
against a cause?
• Do you need support in order to deliver
against that cause?
• Do you expect the need for your charity’s
work to increase in the future?
– RSPB: Yes, yes and yes. Aim to double net income
and double the rate of growth in unrestricted core
income by 2020/21
Planning horizons: an example
• Do you expect to see a need to grow income into the
future?
• To what extent are you dependent on income from
legacies?
– RSPB: c. 30%
• Do you foresee a need to grow legacy income ahead of
the natural rate in the future?
• How far in advance of payback do you need to start
legacy campaigns?
– 10 years?
• Do you know precisely what form a legacy campaign
should take?
– Above the Line / Brand execution
Differing horizons
• Are there any income sources for which the
planning horizon is less than 18 months?
• Are there any income streams and campaigns
that would not benefit from Insight
(qualitative, quantitative, demographic
analysis, proposition testing, market
intelligence, PESTEL etc.)?
• No, and no
The further forward you look, the
broader your research programme
Strategic
3 years
6
months
Tactical
10
years
And the more
unfamiliar the
insight will seem
What’s so funny?
“Good evening, Daphne.”
The Outside-In Review
• Set research in the
context of future growth:
the need for long-term
sustainable support.
• Took into consideration
the research objectives of
over 100 colleagues
(through interviews).
• Was hugely
comprehensive and
referenced in the style of
a doctoral thesis.
• Was written up by a team
(cross-departmental and
beyond) and presented at
a number of workshops
before the final draft was
confirmed.
Market
Research
Historical
Review
Library
Searches
Conclusions
Case
Studies
Statistical
Analysis
PESTEL
And another thing ...
• You can’t tell everyone everything
• You have to summarize
• Which means giving an impressionistic final
report
• Summaries can be challenged for validity
What happened next
• The RSPB’s last strategy was driven by numbers:
we will deliver x conservation outcomes; y
supporters; z money.
• We have just started the internal roadshow to
launch the next strategy.
• It is all about persuasion, perception change,
reframing the RSPB and its cause through a full
re-alignment of spend and content in support of
aspirational conservation outcomes.