February 16, 2018
The Royal Australian and New Zealand College of Radiologists (RANZCR) was founded in 1935 and is the national professional body for clinical radiologists and radiation oncologists.
RANZCR administer training programs for admission into the professions, accreditation for overseas-trained specialists, and provide a continuing professional development programme for their members. Through policy, advocacy, quality and standards and research activities, RANZCR works with their members to promote the science and practice of clinical radiology, and radiation oncology.
In 2014, RANZCR began a project to create a sustainable technology infrastructure that would support the organisation into the future, with a key part being the establishment of a new technology department that could undertake their own digital transformation and turn RANZCR into leaders in the way that they use technology within the sector.
The first step was the complete re-examination of their technology stack and subsequent decision to move away from their legacy systems and move to new, integrated Cloud technologies.
‘The number one priority for the college is improving member engagement, ensuring that anyone that’s investing time and/or money with the organisation is able to get maximum value out their interaction with it.’
Craig Horton, Head of IT, RANZCR
As early adopters of Cloud technology, RANZCR had adopted the Microsoft Office 365 suite and other supporting Microsoft technologies.
The next stage of their project, aimed at addressing the organisation’s main objective of improving member engagement, meant that they needed to overhaul their 10+ year-old CRM and implement a new self-service portal for their members.
RANZCR’s CRM is the cornerstone of member data and where many processes are driven from, however not all information was getting into it due to disparate, unintegrated systems spread across the organisation and because various ways of working were being followed by different teams. Cumulatively, this made it impossible to have a single view of each member that was accessible to all users.
It was at this point that RANZCR approached Superfluid, asking them to examine their organisation, its needs and goals, before then helping them to select and implement the right solution for them.
The key goals for the project were to implement a CRM platform and self-service portal that would:
In order to achieve this, it was critical that the solution adopted was integratable with their growing new technology stack, be easy for staff to use, and could be customised to meet the needs of RANZCR and its 4,400 members – all in a price bracket that was affordable for an SMB.
‘Digital transformation in the mid-market is not about turning an organisation into Amazon or Uber. Rather, it’s about helping medium-sized organisations to adopt time and money-saving technologies that can spark a revolution in the way that they function; improving an organisation incrementally, sustainably, and enabling them to operate better.’
To see this transformative project through, a multi-disciplinary team of Superfluid and RANZCR staff was created who adopted a ‘start-up’ approach, enabling them to fail fast, learn quickly and find the right answers, rapidly.
The first stage was to go through a workshopping process, led by the Superfluid team, that sought to get the views of key members of RANZCR and get a better understanding of what the organisation’s problems were, both in terms of technology and process, and get a view as to wider goals.
From here, it was necessary to look at the various technology options that were available to help them start crafting a solution.
It quickly became apparent that upgrading their existing platform was going to be the more time-consuming and costly option so, after a period of exploration, it was decided that RANZCR would move to the Microsoft Dynamics 365 CRM tool. Changing systems always comes with a level of resistance and can foster a level of internal resentment, so throughout the process it was communicated why the changes were being made, enabling everyone affected to understand the benefits and purpose for change.
With the solutions and goals agreed upon, it was decided that the project would be split into two, with the first phase focussing on transitioning into the Dynamics platform and improving through automation:
With that, there would be three streams of work, focussing on:
To do this, the team focussed on finding efficiencies. For example, there were multiple ways that financial payments were being process across the organisation, so they sought to simplify this into a single, streamlined process.
Additionally, there was also considerable focus on being able to do more of what members were wanting. For the first time, through adopting an online self-service portal built using ASX technology, members were able to update their communication preferences, information, renew their subscriptions online and pay in their local currency, as New Zealand and Singapore members were having to pay in AU$.
‘Corporates are only just thinking about how they can use Cloud technology effectively, so for a medical college to support this approach to technology and service has completely flipped commonly-held perceptions on their head.’
Craig Horton, Head of IT, RANZCR
RANZCR has now completed the first phase of their CRM project, going live at the beginning of Dec-17. The reaction has been overwhelmingly positive.
Through making small improvements in many areas they’ve incrementally improved their overall user experience – the key goal for the organisation. Also, closer to home, RANZCR managed to make it easier for their staff to carry out their roles by automating, simplifying and integrating the CRM with the wider organisation.
In the first 10 days of the self-service portal going live, 34% of RANZCR’s members reconnected with the organisation – a huge result given the time of year and previous engagement levels – and only 30 people have raised a query as to how to use the new platform, proving that the goal of making it easy-to-use has been achieved.
Through having the courage to see through their convictions, the college is now seen as leaders in transformation within Australia by global, large-scale vendors as well as by their peers, and are asked to participate and share their experience at numerous conferences and events.
This was phase one of the implementation project, with Superfluid and RANZCR due to start on phase two in early 2018 to:
With a solid foundation and a highly-effective collaborative, practical approach, we look forward to further success in the year ahead!
‘The positive reaction and result are a testament to those that have been on the project team. Throughout the process, we tackled issues head-on in a pragmatic way, always in a way that would ensure that our end-objectives were reached.’
Craig Horton, Head of IT, RANZCR