People, Power & Technology - The 2020 Digital Attitudes Report

People, Power & Technology: The 2020 Digital Attitudes Report | Doteveryone

People, Power & Technology: The 2020 Digital Attitudes Report

The public is once again recalibrating its relationship with technology.

The pandemic lockdown has accelerated even further the already dizzying speed of technological change: suddenly the office has become Zoom, the classroom Google and the theatre YouTube.

The transformations wrought in this period will be lasting. The outcome of this period of increased tech dependence must be one where technology serves people, communities and lanet.

Doteveryone fights for better tech, for everyone. To achieve this it’s vital to listen to – and respect – the views of the public. This report puts the people who are experiencing this tremendous transformation front and centre.

Based on our groundbreaking 2018 research, Doteveryone ran a nationally representative survey just before lockdown and focus groups shortly after it began, benchmarking the public’s appetite, understanding and tolerance towards the impacts of tech on their lives.   

This year’s research finds people continue to feel the internet is better for them as individuals than for society as a whole. But the benefits are not evenly shared: the rich are more positive about tech than the poor, risking the creation of a new class of the ‘tech left-behind’. And it finds most people think the industry is under-regulated. They look to government and independent regulators to shape the impacts of technology on people and society.

It finds that although people’s digital understanding has grown, that’s not helping them to shape their online experiences in line with their own wishes. They still struggle to get information about the issues that matter and to choose services that match their preferences.

And it finds people often don’t know where to turn when things go wrong. Even if they do report problems, they often don’t get any answers. They mistrust tech companies’ motives, feel powerless to influence what they do, and are resigned to services where harmful experiences are perceived to be part of the everyday. 

The current societal shift is an opportunity to shape a fairer future where technology works for more people, more of the time. Our practical recommendations to government and industry provide clear steps to make that happen.


Deloitte & Institute of Coding survey featured

Could you help Deloitte understand what motivates people to take up (or not) digital careers? Take the survey here

Deloitte & IoC survey

As part of their work with the Institute of Coding, Deloitte is undertaking some research to help understand what motivates people to take up (or not!) digital careers.

The first phase of the research is a short online survey which will take no more than 15 minutes of your time to complete. The survey is anonymous and requires no personal or company information to be shared.

The survey is looking for a variety of genders, ethnicities and ages to participate, as well as both those working in digital and those that do not.

The closing date for the survey is 06 September 2019.

By completing the survey, you will help to shape the diversity campaign for the IoC.


Deloitte & Institute of Coding


How to make tech more accessible for all?

Women looking at their phones

Article provided by Rebecca Rae-Evans, co-founder of Tech For Good Live

From banking to food shopping, many of our day-to-day tasks can now be completed online and generally this digital-by-default society is making people’s lives easier and more efficient.

In fact, a third of people have become so accustomed to accessing online services 24/7, from anywhere in the world, that they would feel “cut off” and “lost” without the Internet.

However, as it stands, there are still many people with varying abilities and conditions - from blindness to autism or dementia – that cannot use digital services due to poor design practices and confusing jargon. They are therefore ‘disabled’ by these platforms; as they are unable to access the information they require.

Despite some positive, inclusive design work being carried out across a variety of sectors, such as Network Rail’s implementation of a new accessible app, a recent Ofcom report suggests disabled individuals are being left behind by technology on the whole. This is due to deployment of alienating language and design features.

So what can be done to make the UK’s online services accessible to all?

  • Cater for those with physical or motor impairments – these online services need to minimise the amount of typing required from users. Also, they should make clickable interactive elements large without demanding precision, and design platforms with mobile and touch screen in mind.
  • Be mindful of visually impaired individuals – businesses should ensure websites use a readable font size and a combination of colour, shapes and text, while ensuring to publish all information on web pages as opposed to other document types such as PDFs.
  • Accommodate for autistic users – companies must use day-to-day language – avoiding figures of speech and idioms. They should create a simple colour scheme and make sure layouts are consistent and uncluttered.
  • Adapt services for customers that are hard of hearing – businesses must provide access to subtitles or transcripts to accompany videos, break up content with sub-headings, images and video and avoid complex layouts and menus.

People with ranging abilities should also be invited to take part in usability sessions throughout the design process. This will help businesses to assess how effective certain features are and will highlight areas that need to be improved or removed altogether.

Going forward, if businesses take these changes into consideration when developing their online presence and start implementing them as soon as possible, we can expect to see a dramatic improvement in digital inclusivity across the board.

Girl Power

Girl power in the digital age

rosie the rivetter, girl power

By Rachel Mepham, Head of Digital at Digital Clarity

I am not a feminist.

I am an average female who works hard, worries about what I look like, what to wear, what I say and how I come across. I also happen to be Head of Digital at boutique agency, Digital Clarity. That isn’t an easy role and with the title comes pressures to sell, manage, coordinate and communicate at a high level.

Over 15 years I have seen the shift in digital marketing, especially search marketing. Going from an IT and technical strategy to a combination of tech, creativity, content, strategy, maths and algorithms, reporting and communication. Digital Clarity was one of the first agencies to translate the tech talk and complex algorithms of search into marketing talk.

One of the biggest shifts within this space has been male vs female roles within the industry.

Marketing and sales were originally dominated by men. Digital marketing brought changes with women leaders at the top, Kate Burns the first MD of Google UK, Christine Walker heading up Walker Media...etc... but 90 per cent of the stakeholders I was pitching were men.

When I started in this business, I am not ashamed to say, I hated sales. I was an account manager. What I didn't realise at the time, was I actually hated my view of what a sales person was: male with slicked back hair, shiny shoes and a tight-fitting suit. I certainly wasn't that, but I was meeting clients and media owners every week and selling the service, the value we were adding, the new opportunities and most importantly - selling me. I was actually quite good as a 'non-sales person' doing the sell.

However, there were and still are times where the row of men opposite you who you are pitching, are already decided that the male pitch before you (even with a much more basic pitch), was better, why? Because it was a guy.

I have sat in meetings and pitches holding all the cards. I had the knowledge, the answers, the solutions, yet the male colleague next to me was getting all the eye contact, all the questions directed their way and to be frank, I have been made to feel I should not be in the meeting at all.

So, ladies, how can we manage these kinds of situations and put some girl power back in our bloodstream!

  1. Clear your head. You are in that pitch or meeting for a reason. You have been requested to pitch or put forward to pitch or earned the pitch yourself. So have confidence in yourself.
  2. Realise that not all men are prejudiced. Think about it, on a day to day basis, how many men do you come across who are against women vs how many female bitches have you come across in your life. I am pretty sure I have been backstabbed by a woman more times than a man has discriminated against me.
  3. Things are changing. Although my point above says not all men are nobs, some definitely are. Some men are simply unable to accept female leadership and they comply to their stereotype. I have on many occasions been made to feel inadequate or inferior due to the behaviour of male company owners, MD's and CEO’s etc... but I strongly feel things are changing. The enterprise and corporate businesses are having to look for diversity, and the SMB's are having to hire the best person for the job in order to be successful. I am totally against giving people jobs just to tick a race, gender or age box, but I do think everyone should be allowed a crack at the whip. The interview process should be a level playing field for all, then the best go through, no matter who they are and the same goes for pitches. May the best person win.
  4. Be the best. It's a much more even playing field than a 100m sprint. Men should be no better at selling than women. In fact, there is research to say that in more consultative sales women have the upper hand as it comes down to listening and engaging in conversation rather than pushy sales techniques. Have confidence and bring your A game to that pitch, don’t lose it because you didn’t do the hard work.
  5. If you are unlucky enough to have a male chauvinist in the stakeholder line up then sometimes you have to do what you have to do. If appropriate call him out in front of the others, even if you don't win the pitch you will leave being memorable and may change a mindset or two.
  6. Be YOUR best. We can't all win at everything, we can't be the best at everything and we certainly can't do it all the time. So rather than comparing yourself to others constantly, compare yourself to who you were yesterday! (Borrowed from Jordan Peterson's 12 rules of life) See the progress you have made as an individual, the challenges you have overcome, the things you have achieved and put into perspective who you are compared to YOU.

If only I did this more often, the pitches and talks and presentations I have done would be delivered without constant self-doubt and questioning whether I was good enough. I am. You are. We just need a little more belief and we can nail it!

About the author

With over 15 years’ experience in Digital Marketing, Rachel heads up the team at Digital Clarity.
With a history in Paid Search (PPC) since before Google AdWords existed, Rachel is regarded by both clients and peers as one of the most experienced women in the digital space in the UK. Her approach and application to digital strategy planning has been used by some of the biggest brands as well the leading advertising and marketing agencies.

Female Virtual assistant featured

More work needed to ease digital divide

transgender woman holding mobile phone

Article provided by Eleanor Bradley, COO, Nominet

How many ways have you engaged with digital technology so far today?

These interactions will likely be second nature and largely effortless for many of us, but there are 11.3 million adults in the UK without the basic digital skills to enjoy such accessibility to the digital world.

This isn’t a new issue nor conversation. The importance of training everyone in basic digital skills has long been recognised and impressive efforts are being made to this end. Unfortunately, there seems to be something of a productivity crisis. Despite all the funding, campaigns and initiatives of the past 12 months, only 450,000 people have been helped. That isn’t to diminish the success of helping – likely transforming the lives of – almost half a million people, but it barely scrapes the surface of 11 million. How do we make a bigger impact with the enthusiasm and support available?

Guidance comes annually from the Lloyds Digital Consumer Index 2018, the largest measure of financial and digital capability of people in the UK. It’s an insightful approach to assessing the digital divide and provides us with an accurate summary of the landscape so we can recognise the wins, appraise less successful activities and make informed adjustments to supercharge next year’s efforts. After this annual stocktake, effective plans can be made to create change and respond to the needs of those who need us.

It is becoming clear that we must to refine the way we target people to help them in a way that best suits the individual. One-size does not fit all, as the report shows us. We are making progress with those who actively seek training, but less well with those who struggle to access support in a way that suits their situation and needs.

For example, people with a disability are four times more likely to be offline despite the benefits it could give them. Many of these people may struggle to attend training sessions, or find that the tools and products trying to help them aren’t created in an accessible way. Refining the approach by being led by people with disabilities to find out what would work for them should increase uptake and chip away at the looming figure of 11 million.

The report also showed that those without any basic digital skills benefit from engagement in their own environment, while those looking for a refresh or some additional skills benefit from the outreach projects in spaces facilitated by campaigns and initiatives. Being agile and flexible in the approach to upskilling for the coming year is another way in which we can better serve those in need. Content and context are the cornerstones of meaningful change.

Another key takeaway is the importance of collaboration across public and private sectors. We shouldn’t assume that those in work automatically have basic digital skills: 10% of the workforce lack basic digital skills and only 14% of those using the internet at work have improved digitally through their work in a year. Organisations have a role to play in ensuring they recognise and prioritise digital skills training for their own staff, and more effort in this area is a win-win for all. Investment in digital skills training will bolster performance and productivity for the organisation and allow the workforce to gain key skills and an incentive to stay where they feel valued.

Organisations also need to be aware of how much their customers value privacy and security – we must all take the protection of customers’ data and the clarity of communication seriously. The report found that 80% of people have concerns about online safety, with identity theft a particular concern. With so many data breaches and misuse of personal information stories being splashed across the media, customers live in a climate of fear. They need trusted organisations to meet their concerns and reassure through process and communication.

These are just some of the conclusions to draw from the recent report and will serve as clear guidance for all those committed to helping the population feel included in the digital transformation. At Nominet, we fervently believe that inclusion is one of the three most crucial areas if we are to deliver a vibrant digital future that benefits all. As a company we will continue to refine our outreach and digital skills training programmes to meet those in need, based on the learning from this new index. If we focus on optimal content and context, we can help make the coming year one of real progress and ensure more people begin to find interaction with technology is second nature.

About the author

Eleanor Bradley heads up Nominet’s business continuity and risk management work - key areas of focus in a company operating at the heart of the UK Internet.

Socitm launch academy for women leaders in a digital world

The Society of Information Technology Management (Socitm) has launched a leadership academy to support aspiring female leaders in technology.

The academy called Empowering Women in a Digital World is aimed at women in the tech sector who are looking for personal growth opportunities.  Socitm academy laucnh pic

This programme is made up of a series of three one-day workshops, coaching, mentoring and group project work over three months. The course is facilitated by expert leadership coaches and trainers. Each participant will be assigned both a personal leadership coach and an experienced female mentor for the duration of the programme.

The academy is part of Socitm’s gender equality strategy and ties into the launch of its new women in IT network last month at an event sponsored by Canon in London. The launch event was held to discuss experiences and ideas on how to advance the prospects of women in IT and digital.

The association of IT and digital professionals working for local public services launched the network to give more visibility to women working in technology.

The network is the brainchild of the public sector body’s president Nadira Hussain, who also acts as customer services transformation manager at London Borough Tower Hamlets. She set up the network to continue the research and discussion around the benefits of employing a diverse workforce.

On the launch of the academy Nadira Hussain, Socitm President for 2015-16, said: “I am delighted to announce this new leadership development programme, specifically aimed at women who work in a digital environment.

“This initiative, from the Socitm Leadership Academy, aims to create role models of empowered, self-aware women, who inspire others, lead and collaborate with confidence and challenge the status quo.”

Three key topics covered at the leadership academy will be Authentic Leader – a one day workshop and personal coaching session on how to build confidence in your unique leadership style; Navigating the Landscape – a one day workshop and personal coaching session on utilising resources available to you and collaborating effectively; Optimising Impact – A one day workshop and coaching session on how to become influential and optimise your impact through confidence, courage and clarity.

Speaking at the launch of the women’s network last month was Chi Onwurah, Shadow Minister for Digital Industries, who recently became the Shadow Minister for Digital Industries under Jeremy Corbyn’s new leadership. At the launch she said: “I’m glad that Socitm are doing this and celebrating women in IT, which is something I have always been passionate about.”

She added: “Diversity is not a nice to have, diversity has benefits, and without women in IT we will never know the kind of tech we could really have.”

Places are limited to 20 participants, and will be on first-come, first served basis. The course is aimed primarily at public sector, however Socitm will be considering a limited number of private sector participants. Course materials, refreshments and lunch are included.

Registrations for the course opened 12th October 2015 and will close on 30th November 2015, when payment will be due.

There is a minimum of 12 participants required to run this course, and a maximum of 25.

Academy Prices

Public Sector Corporate members - £1515.00

Public Sector One or more members - £1595.00

Public Sector others - £1750.00

Private Sector Corporate members - £1662.50

Private Sector One or more members - £1750.00

Private Sector others - £1895.00


High performing companies devote best talent to digital, says McKinsey survey

Leadership and talent are the biggest hurdles to business success, a survey from McKinsey has revealed.

The Cracking the Digital Code: McKinsey Global Survey found overall that the most successful UK businesses are reshaping their strategies more often than others, devoting more of their best people to digital and making an effort to keep their employees engaged.shaking hand

High performing companies were found to be dedicating the best people to digital and were keeping them engaged through cutting edge and exciting work. High performing companies were also found to be more than twice as likely to allocate their best people to digital. 47% said working on cutting-edge digital projects helps to attract and retain digital talent. The culture, energy and morale within a company also placed high on respondents’ lists.

The survey of almost 1,000 respondents found that 31% of all businesses struggle to find internal leadership, both functional and technical, for digital projects.

Companies found to be outperforming others had more active digital agendas, with three quarters saying their business activities are in a digital nature.

High performing companies more often reported having strong digital leadership, true ownership for initiatives and a clear career path for digital employees.

In addition, successful companies said speed plays an important factor in their business, with 43% saying digital initiatives take less than six months to go from idea to implementation.

Two-thirds of high performing companies CEOs were found to be personally sponsoring digital initiatives within their businesses and that companies with more involved boards were more successful as a result. 35% of high performers said their boards sponsor digital initiatives compared to 16% of their peers.