We build confidence, challenge tradition, and empower individuals to evolve third sector organisations.

Kelly and the Kivo Team have played a crucial role in the defining phases of our digital transformation. Providing programme management, project management and business analysis support, they have helped build the case for change, achieve board approval for investment and have successfully delivered the first phase."

"They continue to play a leading role in our programme delivery. Kelly and the team not only share our ethos, they appreciate and understand our unique challenges, and have built a collaborative team across Save the Children, Kivo and our systems integrator, working hard to overcome constraints and maintain focus on delivery."

"They have been considered part of the team at Save the Children, leading across organisational, technology and process change, whilst ensuring the internal team has the capability and capacity to take further phases of the transformation forward."

Karl Hoods

Chief Information Officer, Save the Children

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As Sponsor for the three significant change programmes supported by the Kivo team here at CRUK, I can highly recommend the team."

"The first time I worked with Kelly was when she played a key role in the delivery of our Supporter Relationship Management Programme, including the move to a brand new structure and the successful transition of legacy databases to a centralised system. The programme was a bumpy ride that Kelly kept on track and saw through to a successful delivery, keeping many reluctant stakeholders engaged and inspired."

"Kelly and Roma went on to bravely challenge leadership and cut through legacy ways of working to deliver the near-impossible and transform the way we prioritise, plan and deliver our Fundraising and Marketing products, ensuring minimal operational costs for delivery of products like Dryathalon and Stand Up to Cancer."

"Last but not least, Kelly and Vicky led the delivery of our Digital Transformation, which resulted in a significant uplift in visitors and online donations, whilst stretching the way we think about digital, user experience and targeted content."

Kivo come with the rare ability to see the bigger picture without falling into the typical role of ‘consultancy’. They stand by their ethos of putting people before their own profit and will do all they can to ensure you maximise your investments into organisational change.

Anthony Newman

Director of Brand, Marketing & Communications, Cancer Research UK

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Kelly did a wonderful job supporting me and the leadership team through a time of significant and challenging change. Keeping the wider team motivated, she promoted a sense of togetherness across organizational and global borders."

Andrew Latham

Managing Director,ETS Global

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Kelly and I have worked together previously on an organisational redesign and relocation. Kelly impressed me with broad range of skills. She was highly adaptable in an ever-changing environment and circumstances. Kelly is a skilled communicator and combines this with careful forward planning to ensure all details are covered."

Cait Allen

CEO, Wessex Cancer Trust

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Kelly is a change and technology expert with huge amounts of energy and determination. She is always solution-orientated and pro-active.

As programme lead for our Digital Transformation, Kelly supported in shaping the business case, getting buy in at Board and ELT level and she went on to effectively deliver the programme of work including recruitment of new roles, delivery of new technology, training and implementation of new processes.

Kelly was a step ahead across the programmes, intuitively identifying risk and quickly outlining solutions, ensuring that even if we did hit bumps in the road there were always clear options available to keep the programme moving.

Kelly is a great communicator, comfortable in discussions on business benefits through to technical requirements. This gives her the ability to communicate with a variety of stakeholders, gaining trust and buy in.

Linda McBain

Director of Digital, Save the Children UK

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Kivo take the time and trouble to understand what is unique about us, and deliver solutions that consider both what we are trying to achieve and how to make it happen in a way that really works

Claire Rowney

Executive Director of Fundraising & Marketing, Save the Children UK

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When I first took on leadership of the Data Support Operations here at King’s College, Kivo worked with us to build a vision, create an operating model and design a roadmap for change. They carried out interviews with all members, facilitated well received collaborative workshops, and built accurate individual and team profiles that helped me to both design the future operating model and identify areas that needed extra focus. Kivo’s recommendations proved to be effective and helped me to embed the positive changes needed to transition us from a good team to a high performing team, with minimal impact on our ability to deliver business as usual through the change."

Jennifer Wills

Associate Director of Finance, King's College London

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British Red Cross was embarking on a Digital Change Programme, involving the redesign and rebuild of the website. Changes to the digital offering would impact across Supporters, Services Users, Beneficiaries and Volunteers.

Fundraising teams wanted to ensure they were in a position to drive the direction of the programme, so they sought the support of Kivo to define their supporter vision and business goals.

Kelly carried out an internal insight piece to develop the digital fundraising vision. Through a series of interviews with the senior leadership team, we identified opportunities to optimise the fundraising digital experience, and developed a number of high level vision statements covering key themes, including the use of insight and building on supporter motivations, through to innovation, scalability, speed to market and a sector leading retail experience.

Kelly and Charlotte then held a series of interactive and well received ideation workshops with the fundraising, retail and innovation teams, to define possible supporter journeys and establish known priority changes.

It became evident that the supporter experience had evolved organically and, at that time, was more reflective of organisational hierarchy than user behaviour or need. We identified some core organisational decisions and changes that would be required to enable a holistic experience.

Our recommendations were passed on to the implementation partner and used in further organisational strategy and planning work.

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On this multi-million pound marketing transformation, Kivo was responsible for business change, engagement and training. When we joined the programme was already underway. We knew that the programme was going to impact at lot of people, but we didn’t know who or how. With £80m of identified benefits at stake, there was a lot counting on the programme’s success.

The first step was to develop a strategy for engaging disparate groups across multiple locations, with complex and different needs, in order to understand how we could manage impact, improve productivity, and minimising unplanned attrition.

Working with the programme director, we mapped out the leads of each operational area and, through interviews and existing insight, assessed how they were responding to change so far. We developed relationships with each of the key stakeholders and worked them to understand how their respective teams were likely to be impacted by the change and how we could expect them to react.

Analysis showed that circa 200 people would need to change how they worked across 20 different teams. Furthermore, no two teams would be impacted in the same way!

Next step was to design and recruit a programme change team. Kivo brought in an amazing team full of energy, who took on responsibility for the management of a network of change champions, each taking ‘ownership’ of up to five key relationships and working with teams to identify opportunities to increase efficiency and effectiveness as well as adding new capabilities.

We fostered positive, open and energetic relationships and we worked hard to break down the barriers between the programme and stakeholders, and we soon considered ourselves on cross-functional team. It was by no means an easy ride, with resistance, complexities and challenges along the way. However, the strategy proved successful and teams took full ownership of the changes and did a fantastic job.

Results

The programme delivered its benefits smashing its targets in the following years. Adoption was a success and the people changes stuck, with fundraisers utilising the new tools to maximise and optimise relationships. The programme itself was applauded as the one of the smoothest CRM change programmes that the sponsors had seen thanks to the accurate and tailored communications that helped address resistance and deliver the programme successfully.

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We came on-board to lead change and reenergise the digital transformation programme. It had made fantastic progress but was starting to lose momentum as people and technology elements intertwined. The programme, which included the transformation of the team to be sector-leading in capability, had multi-million expected benefits and was high profile and high risk.

Kelly worked with the amazing Digital Leadership Team to develop an approach, built around product visions and capability targets, that allowed us to plan ahead, with milestone targets that encouraged momentum, without losing the value of an agile development approach, and still allowing us to deliver benefits sooner.

Then, Kelly worked with the Director of Digital to design an appropriate Steering Group, redefining their roles in driving business change and ensuring everyone was energised and prepared to guide and empower their own teams. By created a simple benefits dashboard, which showed both the tangible developments and the people changes that would lead, ultimately, to financial gain, we kept the Steering Group close to how their decisions would affect outcomes.

After identifying what broader organisational change would be needed to realise benefits, we worked on a detail level with teams to plan their readiness and adoption journeys.

With the structure, governance and plans firmly in place, Kelly led the amazing cross-functional programme team through all elements of design and delivery and supported the Director in maintaining excellent engagement with the board and exec team ensuring they had the information, context they needed throughout.

The Results

The new team and channels delivered through the programme are multi-award winning. The programme significantly improved the websites visibility. Within the first year, the programme delivered 59% increase in visits year on year, increased engagement with content and 950% increase in digital transactions, far exceeding expectation.

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The digital transformation at Save the Children UK sought to transform the supporter experience through a user-first experience a global collaboration powered by Adobe Marketing Cloud technologies.

We were brought in to support programme management and organisational change.

As Programme Change Lead, Kelly led the development of the business case illustrating the full extent of organisational change required, and achieved board level approval for significant investment and we built our change force.

Working in a partnership with the Director of Digital and CIO, we facilitated collaboration across Save the Children US, the Global Adobe teams and our implementation partners, keeping the programme on track towards benefit realisation.

We brought in a team of expert business analysts and change managers, including Vicky and Neeti, that integrated within the business, joining forces with 'change champions' to fully understand change required, impact and the best approach to achieve sustainable change and ongoing optimisation.

Due to multiple organisations involved globally, we started experiencing some logistical and communications challenges at a delivery level. We brought in Ky, an exceptional implementation lead, who led the team and stakeholders through to delivery.

The change included the implementation of a new scrum delivery model, a new highly-skilled digital function, cross-functional governance, a fantastic new website, and the beginnings of digital devolution to teams.

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The new Head of Supporter Operations brought us in to facilitate the design of a shared vision across services, an operating model and change plan, all aimed at ensuring supporters and internal consumers were at the heart of data operations and decision-making.

Kelly interviewed each of the team members for get an understanding of the current state and how people were feeling after a recent restructure. Using these insights, which highlighted the great work the Head had already done, Kelly made recommendations on teams design and how best to engage the team going forwards.

Finally, Kelly worked with the Head of Service on an improvement plan for ways of working, calling out the elements of the vision that would require the most focus and suggesting interventions and approaches to get the most out of the team capabilities.

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