Posts Tagged ‘Membership Sector’

GDPR – Are You Prepared?

Tuesday, June 20th, 2017

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Are you ready for GDPR? Or perhaps you don’t know anything about it – in which case you’re not alone. At an event with a group of finance directors a couple of weeks ago, over 90% didn’t know what GDPR is or how it might impact their organisations. If you’re not already thinking about what you need to do to comply then you may be at significant risk.

The new General Data Protection Regulation (GDPR) is an EU-wide law that comes into force on 25th May 2018, replacing the current Data Protection Act, tightening data protection regulation and increasing the penalties for a data breach. Under GDPR the maximum fine increases to €20 million, or 4% of global turnover, and Brexit isn’t going to make it go away.

GDPR places stringent obligations on an organisation around the management and use of personal data – and data protection needs to be embedded into all your business process and systems.

The requirements apply to both automated (IT) and manual systems, and businesses must demonstrate compliance with the key principles, including:

  • Data must be processed in a manner that ensures security, protecting against unauthorised access or loss
  • Data must be accurate, kept up to date, and not retained for longer than needed
  • Businesses must have the explicit consent of individuals to hold their data, with a positive opt-in, freely given and verifiable, separate to any other terms and conditions (a higher standard than currently) – which can be withdrawn at any time
  • The right of an individual to have their data erased – meaning business need to be able to identify all the data they hold about an individual and be able delete it in response to a request.

Whilst the regulation also applies to manual and paper-based systems, IT is probably where greatest risk lies and businesses and other organisations need to ensure they are adequately protected. We are all aware of the impact of recent ransomware attacks, but many experts feel that the next big ransomware threat is around GDPR – with the potential for a criminal organisation to get hold of your data and then threaten to publish it.

If you would like to find out more, and ensure that your organisation is adequately protected, then contact at

An Opportunity to Learn more about Managing Projects – 19th September

Thursday, August 4th, 2016

Do you understand enough about the fundamentals of how to manage projects successfully in your organisation?  Every organisation, large or small, does projects from time to time and a basic understanding of the management tools and techniques available can help ensure that your projects are successful.

On 19th September, Jane Royden will be delivering another of our popular project management workshops in Central London in partnership with MemNet.

Although primarily focused towards organisations in the Membership and other not-for-profit sectors, this workshop will be of real value for anyone who wants to know more about delivering projects.

The day will give you the opportunity to discuss your project challenges and potential solutions with a real expert, and you will find out about some practical tools and techniques that you can use straight away.   You will also get a 1-1 follow-up telephone mentoring discussion with Jane to explore any aspect of your organisation’s projects.

To find out more click on this link

Start with the end in mind – whether it’s a wine cellar or a strategy for Syria

Sunday, November 29th, 2015

Two very different things this week have reminded me about how important it is to have a clear view of the ultimate objective of any project or initiative and to understand how, whatever it is we are establishing, will be used.

The first was reading an article in a wine magazine about establishing your own wine cellar.  Putting aside the basic assumption that anyone establishing wine storage at home would consume an average of 300 bottles a year (certainly wishful thinking as far as I’m concerned) the principle that you need to determine how much, how often and what you are going to want to drink over the life of the cellar is fundamental to a successful outcome.  There will be empty-791573_1920wine for special occasions in 20-30 years’ time that will certainly be much more affordable if purchased now and laid down.  Then there will be those mature clarets that you want for dinner parties that again are far more affordable 10 years before they are really ready to drink.  Then there’s wine for more frequent and everyday drinking.  How much of each will you want to drink and when?  Thinking this all through carefully results in the optimum plan for your cellar which, if you get it right, will mean you always have the right bottle to hand, or at least minimise the need to go out and buy expensive wine, and you will always have space for some of those bargain offers that appear from time to time.

The second was reading the debates around whether or not to bomb Syria and the Prime Minister’s aim to achieve a House of Commons consensus for a mandate to extend the action.   Many people are saying what seems to me to be the right thing, and asking the right questions – what are we ultimately trying to achieve, what is our strategy to deliver it and how does bombing fit into that?  Unless we are simply aiming to be seen to be doing something in response to the appalling events in Paris, then surely to be ultimately successful the international community needs to have a clear and realistic vision of what a successful outcome might be, and some sort of plan for getting there?

Our experience of delivering successful projects and change in a range of organisations over the years has made me realise that starting out with a clear view of the end point is a fundamental component of success:

  • Are we all agreed about what we are trying to achieve and what success will look like?
  • Do we understand what we are going to do with what we produce and how it will work?
  • Are our plans for delivering it comprehensive, realistic and achievable?

If we can’t answer yes to all these questions then the likelihood of failure will usually be high.

Does this mean that we should never start a project if these things aren’t clear? Not necessarily – there are sometimes circumstances where we need to feel our way at the beginning.  Eddie Obeng, the project management writer and guru, calls these ‘foggy’ projects1.  These ‘foggy’ projects have specific characteristics and need a different management approach – of which more in a future blog.

1 ‘All Change! The Project Leader’s Secret Handbook’, Eddie Obeng, Pub: Pearson 1994.

Implementing CRM Successfully – Find Out How the CSP did it on 4th November

Friday, October 9th, 2015

Holy GrailIt has been said that implementing CRM successfully in the Membership sector is the equivalent of finding the Holy Grail! But it needn’t be – find out how the Chartered Society of Physiotherapy did it at the 2015 MemberWise ‘Harnessing the Web’ conference in London on 4th November.

Stuart DeBoos, CSP Finance Director, and myself will be there to take delegates through CSP’s CRM journey. A journey that not only resulted in the successful implementation of a complex CRM system, on time and within budget, but also did much to change the culture of the organisation. With more collaborative and cross functional working, and with better management tools and processes available, the CSP has hugely increased its capacity and capability to deliver projects and change successfully in the future.

You can find out more and book your place at the conference here.

‘Holding the Line: The long and the short of a successful CRM implementation’ is happening in Break-Out Room 2 at 2:40 p.m. Look forward to seeing you there!

If you can’t make the conference but want to find out more about how your organisation can successfully deliver complex projects and change – then contact me at or ring on 07941 711 338.   Or visit our website

Talking about E AND H’s work with the CSP, Karen Middleton, Chief Executive, said: “I just wanted to acknowledge your significant contribution to the work of the CSP, both in terms of the actual work you have delivered and also the way you have delivered it. The latter might be even more important and significant in terms of our journey on Good to Great.

Planning Successful Strategic Change – using Appreciative Inquiry

Friday, October 9th, 2015

Last week we ran a very successful workshop for the Membership and Association sector on planning strategic change, with a particular focus on using the Appreciative Inquiry technique.

Why do our strategies for change so often fail to achieve everything they set out to do? How often have we seen change consultants who seem to ‘float above’ the organisation, delivering a strategy that impresses the Board, but which just doesn’t seem to land at grass-roots level and perhaps even ends up in the bin?

rainbow-92342_640-softMany of us are familiar with the traditional change management approaches where a ‘vision’ is developed by the Board or CEO and we attempt to bring the rest of the organisation along with us through a range of engagement and communication initiatives – often driven ‘top-down’.

Our work with not-for-profit organisations in recent years has shown us that other approaches are needed if change initiatives are to be more effective in our sector – approaches that build on the energy and potential we already have.   Discovering and working with techniques like Viral Change™, NLP and Appreciative Inquiry has made a real difference to organisations planning and delivering successful change. It’s not that the traditional change-management approaches are wrong – the principles of vision, coherence and planning are critical – but in using additional tools such as Appreciative Inquiry we can be much more effective in ensuring the approach we take is the right one for us, and that our change strategies are both effective and sustainable.

Our workshop last week, with around 30 managers and leaders in the Association sector, focused on using Appreciative Inquiry (AI) as a tool to address some of the significant issues facing us today. Abby Parkes-Wright of Optimist Consulting challenged participants around what the key issues for the sector are and Jane Royden (AI specialist from E AND H) facilitated the AI discovery and creation sessions.

The AI approach is deceptively simple – comprising just five steps, of which we worked through the first four in the workshop:

  1. Decide what’s on the agenda
  2. Discover best of ‘what is’
  3. Imagine and co-create ‘what might be’
  4. Pragmatic implementation of ‘what can be’
  5. Making it happen.

The discovery phase helps us to identify and focus on the positive things we already have, and the things our organisation feels good about – we look at what people were doing, thinking and saying to make it as good as it was. With an understanding of the best of what is, the AI approach then asks to think about what might be – not in a conventional way, but through placing ourselves at a point in the future where we have achieved something great, and thinking about what it feels like, what people are now doing and saying, and looking back at what we did to achieve it.

From the imagining of what might be we now start to think about what can be – how can we do what we imagined and make that kind of success a reality? In Appreciative Inquiry, this is done through the development of what are called ‘provocative propositions’ – grounded in the understanding and reality of our organisation, these are statements that describe the future as if it were already happening and form a basis from which we can prepare for, plan and deliver sustainable change. The provocative propositions developed in our short session last week showed the power of the approach, with one organisation having a new ‘successful individual membership option that generates income’ and another being ‘able to make all decisions in a good way within 2 weeks’. Participants found the event and the AI method really valuable.

The AI approach has proved effective in engaging staff in contributing, co-creating and delivering sustainable change in a wide range of organisations, from the Association that needed to find ways of delivering member services more effectively, to the group of forty social-workers who needed to make financial savings whilst maintaining service standards. If you think this approach might be helpful for your organisation, or just want to know more, then contact Jane Royden at, or phone her on 07815 886 864.