Rather than jumping into product evaluations and requirements gathering, Suru began the project with a thorough overview of WEC’s processes by bringing all departments together and facilitating discovery workshops.

This deep analysis engaged stakeholders in the project and brought teams together who’d not fully understood each other’s processes before. The cross-departmental sessions yielded fantastic insights, not only for us but for WEC’s own staff who were subsequently able to re-imagine how their teams could collaborate better and how technology could make them more efficient.

Critically, we focussed these sessions on process, not data, which set the tone for the whole project: just having the right technology and access to the data isn’t enough; it’s got to actually fit how WEC do things.

Ultimately, our recommendation was that their existing CRM system wasn’t fit for purpose. Suru developed a business case for migrating to a new system and helped WEC’s board of trustees recognise the value that could be unlocked.

Suru subsequently led a competitive technology-selection process, using the processes and use-case scenarios uncovered in the discovery workshops to proactively test potential solutions (rather than relying on vendor demos and marketing promises).

Because we had taken the time to listen to what WEC wanted to achieve, not just what they thought their technology should do, we were able to re-engineer their processes to better utilise the new cloud-based CRM system we procured for them, making their processes more efficient and collaborative.

And, because we gained such a deep understanding of WEC, we were able to provide a system with flexibility for growth into other areas of WEC’s operations beyond core CRM and membership management such as events, youth camps and more.