Mexico and CCIJ
An integral digital transformation
What is South-South and Triangular Cooperation?
Digital development of an integral tool for managing a business organisation
What is CCIJ?
CCIJ works actively on three priority areas:
the competitiveness of companies, with a focus on innovation and digitising
What modules does this transformation contain?
- The social value of the industry
- Domestic content
- Strategic communication
- The competitiveness of the manufacturing sector
The project was created by a CRM and was consolidated by a network partner
The idea for this project arose in 2016. One of the first interested parties was the ILO’s Bureau for Employers’ Activities (ACT/EMP), which suggested that CCIJ implement a Member Relationship Management System (CRM): this was the starting point and the organisation’s first concern as it started on the road to digital transformation.
After analysing the available options, from ILO’s CRM as well as other local market solutions, the CCIJ decided upon a strategic alliance with an affiliated company, believing that working with a member of its own network would be essential in achieving a better understanding of the project and the needs of the organisation.
This link was fundamental when it came to meeting the financial costs of development. Thanks to that, the total value of the system and all of its modules was around USD10.000 with maintenance, updating and personalisation support totalling USD 2.600 annually.
One of the keys to the project's sustainability
The extent of the digital transformation project meant that CCIJ faced the challenge of achieving the necessary consensus among its internal governing bodies, as well as setting out clearly how it would meet the costs.
Thus, the management’s response was to create a strategic alliance with a local technology company that would convert it not only into its main supplier but also a partner, referred to as the “Strategic Ally”. This alliance has enabled CCIJ to considerably reduce the cost of implementation and maintenance and has been material to system implementation by a number of members, making CCIJ into a benchmark for digital transformation processes among its network and thus expanding the services it offers. So far, several members have implemented the system in its entirety and some others are examining the viability and resources required to do so.
It wasn't all easy…
1. A clear basis for consensus among the Management Board:
2. Expectations vs Reality:
3. Resistance to change:
Finally, lessons learned from the process
CCIJ’s principal lesson from the transformation project was to consolidate all existing internal processes.
If a business organisation has a clear understanding of its own processes and has managed to standardise them as far as possible, the challenge of implementing digital tools to simplify and extend their scope will be considerably easier.
Based on its own experience, CCIJ decided to implement all possible certifications before starting on the digitalisation process; these included ISO 9001:2015 quality management systems, and ISO 37001:2016 – anti-bribery management systems certification. It should be noted that when it came to helping its members with the implementation of this integrated management system, it started by raising awareness of the importance of certifying its members’ internal processes as a necessary precondition for digitalisation.