“We just need an Instagram account.”
It wasn’t a statement I expected to hear from a senior client with many years’ experience and a reputation for delivering tangible results. He could see others across industry building their profile online while his own brand’s reach and influence declined.
The perceived difference? The number of digital channels and content resources these competitors used to reach prospects and drive awareness. On this occasion, Instagram had been singled out as the missing link in his channel set.
Fortunately, our client was open-minded and happy to hear new ideas grounded in evidence. Over the following three months we built a program that – rather than prioritising social media platforms – consulted staff on their current barriers and intended outcomes, and then equipped them with the training, tools and processes needed to use relevant digital channels based on their audiences and goals. Like the old fishing adage, the benefits are ongoing.
The growing trend towards capability building.
The previous client example is just one in a growing trend. Across both the public and private sector, we’ve noticed a change in the way organisations are looking to improve their use of social and digital technologies. Rather than setting up standalone social media teams within Marketing, Sales or Corporate Affairs and centralising ownership, we’ve seen an increasing number of HR or People & Culture teams join the discussion to help extend social media capability building across teams.
A recent example of this: Propel has been appointed to a digital capability development partnership agreement established by the Department of Transport & Main Roads (TMR) in Queensland. Though led by TMR, all Queensland Government departments and agencies – as well as local, state and federal government agencies – can access the agreement. This means any agency can quickly access industry expertise (in our case, training, mentoring and coaching across social media capability, change leadership and data sharing and management skills) that will help their people build the skills needed to meet current and future customer expectations.
What’s so unique about this approach?
It’s a first for Queensland Government, and the way TMR has already partnered with vendors to help shape the public servant of the future reflects its progressive mindset. The agency is not just looking to answer today’s questions – it’s looking to instil a culture of continuous learning where public servants and industry experts collaborate to keep meeting the needs of citizens for years to come.
How will it work?
Propel is part of a vendor cohort that is focused on public sector digital capability uplift. Agencies keen to help their people better utilise digital technologies and improve CX can approach this group knowing they have already been vetted and approved, and likely have experience working in the public sector environment. With business terms already set by TMR, Propel and others can quickly focus on teaching agency staff relevant and emerging skill sets that help them keep up with consumer demands.
Why capability building makes sense in a digital world.
TMR should be recognised for taking a long-term, strategic position on building digital and social media capability across the public sector. At a time when major institutions face criticism for short-term thinking, this agreement demonstrates leadership and an example others can look to: that of prioritising capability over channels.
Given the dynamic digital environment, reaching for ready-made solutions can be comforting. Channels – like Instagram above – are there to be used and many others have gone down that path before. But fixed solutions like channels – particularly at scale – only have a short shelf life in this day and age.
TMR is proposing a different approach. It’s not suggesting a single channel solution to the many challenges presented by digital transformation. Instead, through its partnership agreement TMR is helping agencies build the capability they need to keep finding solutions by partnering with those who can help them adapt when the environment around them is in a constant state of change.
That’s the value of capability and why we’re excited to be part of the journey. As a starting point, here’s a quick snapshot as to how Propel can help your team build their digital skills. We’d love to hear from you if digital capability building is part of your roadmap for FY20 and beyond.
