A Conversation on Integrated Marketing and Fundraising, Part 2
MJ: Just picking up on that, another thing we're agreeing on as the advisory board is this issue of change management. Integrated fundraising, integrated marketing is going to demand that organizations change the way that they do business, whether that's governance, organizational structure, human resources, skills-training culture. In the commercial world, they've been through this, and we're just starting to go through it. The advisory board knows that that's one of the pillars we need to look at — the organizations themselves and the change-management issues around how do you become an integrated marketing organization, because for most organizations, they're not right now. So that's important, and then within that, just people — skills, development. Do people have the right skill sets to do integrated marketing? I think there's a huge gap there. We're going to take some time as an advisory board having some people take a crack at that. It can be as practical as job descriptions, and it can go much beyond that. That's going to be fun, taking a look more closely at that.
FS: What are some best practices you've seen for integrated marketing and fundraising?
MJ: I mentioned Geoff Handy and HSUS. That's a prime example of an organization that has been through organizational change driven by senior management to be more integrated. It goes from making sure the right people are in the right positions. It means senior management makes sure that the culture and even the day-to-day structure is integrated — Geoff has something called the nooner. The nooner has been an integrated meeting between cross-departmental leaders looking at different campaigns and issues. It may not even be sitting down [for a long meeting], but having a 10-minute meeting once a week or so just looking at are we integrated, how are we working better together? That organization has done a good job because senior management understood what it means to be integrated on a number of different levels, whether that's tactical channels or organizational culture. There aren't a lot of organizations that have done that. There are a lot who see integration on that tactical channel level and stick a bunch of channels together, but it's a heck of a lot more than that.