At Save the Children, putting supporters at the heart of our planning and decision-making has created significant income and change for children. Since we set out on a mission to be more supporter-centric we have achieved record-breaking income from the public and outstanding supporter satisfaction, with 87 per cent of supporters citing a good or excellent experience.

To achieve this, we realised very early on that becoming supportercentric would mean flipping our thinking, planning and execution on its head. We needed to shift from finding supporters for each of our campaigns to creating experiences for each of our supporters. As our fundraising and marketing teams are organised around products, campaigns and channels, not supporters or audiences, it looked like we needed to change everything: how we worked, our culture, our activities and measures.