How we worked with WWF to reimagine charitable giving

World Wildlife Fund Australia

The challenge

Out of the ashes of the Black Summer bushfires, WWF set out on an ambitious journey to Regenerate Australia: a $300 million program, over 5 years, to help restore wildlife and habitats, rejuvenate communities, boost sustainable agriculture and future-proof the country. In order to achieve this vision, they had to reimagine the way they connected with people, nurtured charitable giving and communicated their impact.

What we did

Customer research, Product innovation, Product management, Product Strategy, Business model definition, Market definition & validation, Prototyping & concept validation, Experience & Journey mapping, Experience Design

Our expert

Gyongyi Horvath

Service Design Consultant

Our process

Through research we identified untapped audiences, and validated a suite of new products with users to diversify WWF’s giving portfolio


Following a human-centered design and product development process, we began by defining the problem space through customer research and literature reviews. Through this research, we developed a brand new way of understanding how and why people donate that took into account their intrinsic and extrinsic motivations, as well as their need for proof.


Leveraging this research we drafted personas and cohort types and mapped them across a variety of metrics to understand opportunity areas for the organisation. Focussing on these opportunity areas, we ideated and refined a suite of concepts that would appeal to each cohort and cater to their needs around charitable giving.


We ran each concept through a development plan, using competitor scanning, value proposition definition and prototyping to prioritise the most compelling ideas. We then tested the best of our concepts, along with the UX/UI designs of our mockups, with users to gauge their reception and feedback, before analysing their thoughts and iterating on each idea.


We wrapped all of these insights, concepts and research into a set of prioritised recommendations, with guidance around what minimum viable products would look like, journey maps and updated cohort analysis for each.


Finally, we designed a full supporter experience, creating service blueprints for the new products, which mapped customer touchpoints, backend processes and systems to provide an integrated view to support the implementation.


Services Delivered

Agile Coaching
Organisation Design
Portfolio Design
Agile Training
System Design
Training
Resource Augmentation & Hiring
Agile Project Management & Delivery
Service Blueprinting
Ways of Working and Org Design
Prototyping and Concept Validation
Ideation & Innovation
Experience & Journey Mapping
Customer Research
Experience Design
Technical Roadmap Definition
Product Management
Strategic Vision
Business Case Development
Business Model Definition
Market definition and validation
Product Innovation
Product Strategy

The results

We were able to develop customised research into the behaviours and motivations of current and potential WWF supporters. Through this, we were able to identify cohorts of people that represented significant opportunities for WWF to engage with through their Regenerate Australia Campaign.


While taking the organisation through a human-centred approach, we were able to rapidly generate and validate a suite of innovative giving and engagement ideas that were tailored to the needs of their most overlooked supporters. We helped the team launch MVPs of prioritised and tested ideas, along with strategies on how to move forward and a body of research to continue growing and refining.

WHY CHOOSE BEAKER & FLINT

Our product portfolio (and therefore revenue) will be forever improved as a result of our collaboration.
Sophie Davidson, Fundraising Executive, World Wildlife Fund

Learnings

Supporter and donor profiles are often segmented by donation patterns (frequency, recency, value) and/or demographic profile. While this can help optimise channel strategies and asks, adopting a behavioural lens and considering supporters’ and donors’ jobs to be done can yield richer insights into developing meaningful products and experiences.


By focusing on existing and potential audiences, as well as their goals and needs, an organisation can better evaluate its existing offering, make strategic choices about where to play, and set long-term strategies to expand their supporter base, without cannibalising their existing programs. They can also leverage existing strengths and grow from their core capabilities, embarking on the transformation required to become an innovation organisation.


The journey doesn’t end here. Adopting a test and learn mindset is critical for success, ensuring that our understanding of audiences is continuously re-evaluated to optimise the experience and product portfolio.