CRM Special Report- 8 Critical Factors That Make or Break CRM
7. Did they train everyone? Implementing a new system means learning new ways to operate. In this case, they knew there would be major changes in the business processes. Users were told why these changes were needed and the details of how it would change their jobs.
But managers didn't address the perceived change in status and self-esteem the salespeople and CSRs may experience. The project team analyzed the current skills and developed a template for the new skills needed. They analyzed the templates for significant gaps, and identified new skills and changes in business processes that would close the gaps. The organization structure was flattened, and they created a new team-based structure. The entire organization went through extensive training on team-building and how to function in the new structure.
8. Did they commit to change? Stay the course. The project leader now cautions new CRM implementers that they need consistency and determination to succeed.
In a CRM project of this magnitude, it's natural for problems to arise. The technical architecture may not be adequate. If the system hasn't been configured to accomplish the required set of tasks, users may revolt. It takes leadership and guts to maintain consistency and focus to overcome these obstacles.
Bill Brendler is president and founder of Brendler Associates (www.brendler.com). He is an expert in the human challenges associated with implementing new technologies and improving customer loyalty. He can be reached at (512) 847-0690.