Title page
Contents
Acknowledgement 4
Acronyms 8
Executive summary 14
1. Why digitalization and why now? 16
2. How do EBMOs use digital tools? 24
Membership engagement 24
Communications 29
Training and advisory services 32
Research, policy work, and related advocacy 38
3. Do processes and practices support digitalization? 42
Processes 42
Practices 44
4. How are EBMOs' capabilities to digitalize? 50
5. Does organizational culture support digitalization? 54
6. Recommendations 58
References 62
Annex I. Research methodology 64
Annex II. Survey demographics 66
Annex III. EBMO's survey 68
Table 1. Share of internet users in Caribbean countries, latest year 37
Table 2. Role of respondents 67
Figure 1. Shifts related to digitalization experienced during and maintained after the COVID-19 pandemic 16
Figure 2. Staff with access to flexible work arrangements 18
Figure 3. Participation of board members and EBMO members 19
Figure 4. Expected benefits from digitalization 20
Figure 5. Challenges encountered to digitalize 21
Figure 6. Main means to collect data on members 24
Figure 7. Reasons to collect data on members 25
Figure 8. Storage of members' data 26
Figure 9. Extent to which EBMOs use members' data to offer targeted services to them 28
Figure 10. Digital tools to share information and engage with members 29
Figure 11. Challenges encountered when using digital tools to communicate with members 30
Figure 12. Regular assessment of the impact or effectiveness of digital means of communication 31
Figure 13. Digital tools used for training and service delivery 32
Figure 14. Use of the internet in training and advisory services 33
Figure 15. Members' demand for online delivery of training and advisory services 34
Figure 16. Respondents from EBMOs that have charged for a course delivered entirely online 34
Figure 17. Obstacles to online delivery of training and advisory services 36
Figure 18. Frequency of assessment of members' demand for training and advisory services 37
Figure 19. Method of service delivery included in the assessment of members' demand for training and advisory services 38
Figure 20. Tools used to collect data for research or advocacy purposes 39
Figure 21. Applications used to analyze survey results 39
Figure 22. Challenges encountered when using digital tools to collect and analyze data 40
Figure 23. Average share of members that respond to EBMO surveys 41
Figure 24. Person or team in charge of advancing digitalization at EBMO 42
Figure 25. Job descriptions that mention digital tools to be used in respective roles 43
Figure 26. Extent to which respondents agree or disagree that EBMO monitors and measures progress on digitalization 45
Figure 27. Extent to which CEOs and board members agree or disagree that their EBMO recognizes that a new service or product will not be perfect the first time it is... 46
Figure 28. Factors considered when making internal strategic and operational decisions at EBMO 46
Figure 29. Factors considered when making decisions on public positions adopted or activities pursued by EBMO, all results 47
Figure 30. EBMOs with a formal strategy, guideline, or plan for digitalization 50
Figure 31. EBMOs with dedicated budget for staff training and development to improve digital skills 51
Figure 32. Human resource area with the most need for capacity building to use digital tools 51
Figure 33. Satisfaction with digital capabilities and skills of EBMO staff 52
Figure 34. EBMO capability to use tools for data collection and analysis 52
Figure 35. Frequency that respondents feel valued for who they are and the skills and experiences they bring to their EBMOs 54
Figure 36. Respondents that believe that their EBMO welcomes new ideas 55
Figure 37. Extent to which respondents agree or disagree that they seek out digital solutions first to provide services and run operations 56
Figure 38. Extent to which CEOs and board members agree or disagree that EBMO leaders see digitalization as a priority 56
Figure 39. Extent to which CEOs and board members agree or disagree that senior management has communicated digitalization plans or strategy to all staff in the EBMO 57
Figure 40. Extent to which CEOs and board members agree or disagree that their main competitors are outperforming the EBMO in digitalization 57
Figure 41. EBMOs' sizes 66
Figure 42. Direct enterprise members 66
Boxes
Box 1. Working from home in an accountable manner 19
Box 2. Facilitating online voting in AGMs 20
Box 3. Receiving payments online 22
Box 4. Issuing digital membership certificates 26
Box 5. Main objectives of the CRM software 27
Box 6. Offering online platforms to publish job vacancies 29
Box 7. Spotlighting members and their services BCCEC established the Member Spotlight to highlight selected members 30
Box 8. Launching live Q&A sessions 32
Box 9. Rapid uptake of digital tools for service delivery 33
Box 10. Practical access to legislation using tablets 40
Box 11. Facilitating the understanding of national laws 41
Box 12. Documenting organizational policies 43
Box 13. Using data to improve members' engagement 48
Box 14. Producing data-based reference products 48
Box 15. Sharing trade data and insights on an online portal 48
Box 16. Creating spaces to innovate 55