How a 30 year-old authority in the travel & tourism industry transformed its customer engagement and internal ways of working by embracing digitally led change.
About the company
A membership-based organisation, representing key players in travel and tourism by advocating to governments on their behalf. Whilst they produced best-in-class research and convened world-renowned gatherings of private and public sector leaders, analogue communication methods and outdated ways of working were impacting business growth and impacting operational efficiency.
Existing digital channels were hampering their message rather than propagating it, customer value propositions had begun to grow stale, and internal teams were duplicating effort across numerous legacy internal systems. Palladium were engaged to evaluate how digital would best help the organisation thrive top to bottom – beginning with a revamp of their website and a new mobile application for members.
The programme began with a wide-ranging discovery exercise, gathering data from across functional teams complemented by industry and competitor benchmarking. Discovery uncovered four themes that threaded throughout the business and informed a digital roadmap for the business. Accompanying the vision were 11 recommended initiatives which were prioritised by commercial upside to the business and potential to help the client further its mission.
Transitioning from strategy to execution, the Palladium team managed 11 distinct workstreams over the course of nine months. This involved engaging stakeholders from numerous areas of the business, tendering and managing external vendors, executive reporting, and the supporting change management.
Key findings & results
Rather than an afterthought of BAU activities, digital has become a driver for how the organisation understands, executes, and measures its strategic activities. Key results from the engagement include: