OBJECTIVES

In 2018, a national, not-for-profit member organization decided to upgrade its operational infrastructure. The organization was well-established and served a traditional membership, so it was no surprise that its ways of working were also traditional in nature. These methods had served them well; innovation was therefore not a driving force in its culture.

The needs of the organization were changing, and the business world quickly adopting new technologies to help find efficiencies and automate processes. The leaders recognized it was time for a change.

SOLUTION

Early on, it was recognized that a templated solution was not going to work for an organization like this. Instead, a longer-term, comprehensive and tailored information management strategy would be needed. Consultations with each team were held, to ensure the plan factored in annual work cycles, pain points, ideas and potential quick wins. A five-year strategy was developed, focused around three key principles: introducing new technology, supporting employees through significant change and increasing focus on privacy and security risk management.

RESULTS

1. Modern technology adopted: Adoption was naturally slow at first but accelerated when staff were required to work remotely during the COVID-19 pandemic. Everyday functions now had to change, and teams quickly began to adapt their processes, supported through the infrastructure that had been rolled out in the strategy’s first year.

2. Staff became champions: Intentional training and engagement with staff throughout the changes paid off, but took time and patience. While there were some early adopters, it was when the most change-resistant individuals began championing this work and seeking out opportunities to innovate that we knew we had succeeded.

3. Recognition of change by the Board of Directors: This change, while focused on internal operations, was also recognized by the Board of Directors who were now benefitting from the increased efficiencies and collaboration across teams.