ICSA wanted to grow its membership and service offering. Yet, we knew focusing on technology alone would significantly limit their vision and such investment could go to waste. It was our duty to challenge the way they were approaching this project as technology is rarely the only cause for the challenges faced.
We undertook a business review of their IT infrastructure and it soon became apparent that business functions were siloed with information stored departmentally, and manual offline processes were causing severe inefficiencies. This highlighted to the team at ICSA that there was no shared vision, and that the member experience is disjointed and inefficient – not the desired approach to recruit and retain members…
Siloed business functions, scattered data, and inefficient processes were only part of the problem. Central to the challenges ICSA faced was that they didn’t understand their members or students or how best to serve them. We showed them that by putting their customer at the heart of everything they did, we would quickly uncover the processes and technology that would enable them to reach their acquisition and retention goals.
This helped the team at ICSA understand that this project was not an IT project, but it was organisation-wide and required a cultural change to enhance the customer experience and drive operational efficiency.
Vision and principles guide the overall strategy to make sure everyone was working to the same shared goals. We helped ICSA define where they are now and where they wanted to be.
Defined, created and validated with real members, personas help to keep the member at the centre of all initiatives, and help the team truly understand who their members are, what they need, and what they want.
Customer experience mapping helped us define where the setbacks were in the current journey to find a solution that enhances the customer experience. Pros and cons of the current experience were highlighted and analysed to help influence where changes needed to be made within the organisation.
We built a digital first strategy that was underpinned by the institute’s objectives for growth, operational efficiency, and to deliver an unrivalled customer experience. The digital first strategy and roadmap are the platforms for real, meaningful change within the institute and will guide them well into the future on their journey to being a digital-first institute.
Sara DrakeCEO, ICSA: The Chartered Governance Institute
Disparate systems, disparate data. How one company needed to transform their approach with data to serve unhappy members.