Although IoD had a technology challenge, the project started with people. We ran workshops with every team within IoD to understand perceived risks and opportunities. We conducted interviews with members, customers and other key stakeholders. We reviewed existing research and conducted new surveys, customer research and user testing as we explored particular areas.

This insight work resulted in a shared view of how IoD could deliver greater value to members and customers. It informed the overall shape of the project and the design and technology decisions. Essentially, the insights gave IoD a north star for the project.

Yes. The existing website used an old CMS system tightly integrated with a bespoke CRM tool used to manage membership. Both website and back office platform had to be replaced. The key decision was to separate the website from the CRM. In fact, to separate all key functions (email newsletters, commerce etc) to allow for more flexibility and future-proofing.

A six-month long service design project enabled all teams with IoD to create customer journeys and identify ways to provide greater value to members and customers. Alongside the service design work, we helped IoD use data and insights to create meaningfully different personas for its members. The workstreams were combined into an agreed ‘future state’ for how IoD wanted to engage with its members and customers. The ‘future state’ was used to scope and define requirements for the digital transformation.

Once the vision was agreed, a business case and budget was created and approved for the project. We used a number of data points to determine a likely cost, assign budgets to particular components and workstreams, and identify potential risks early on. The final transformation involved eight different workstreams, four different vendors and was delivered within 10% of the initial budget.

There were two key components: the website and the CRM platform. We helped IoD run concurrent procurement processes over a period of eight months. This process involved a long list of over eighty options to find combinations of technologies and vendors that would work. We then worked with short-listed vendors to collaboratively define requirements and assess capabilities and approaches. In the end, although the process was exhausting for IoD’s project team, the procurement choices were robust, clear and successful.

The challenge was keeping the transformation project on track over three years and balancing the need for IoD to demonstrate digital leadership and appropriate risk-management within a tight-budget. The project had many phases, involved every team within the organisation, and successfully launched in December 2019. This put IoD in a good position to thrive during COVID-19 disruptions. Today, IoD has more members and customers than ever.

We continue to work with IoD on a range of new products to help them reach a new market of board directors. This work involves research, audience definition, data analysis, scoping and prototyping, as well as supporting procurement.

Fronde
Catch Design
Close Associate
Aura Information Security
Haunt