Stage 2.2: Change Management

CRM adoption and it's new ways of doing things includes changing employee attitudes, skills and patterns of behaviors. Change management is the process that gets employees, customers and partners through this period of transition.

You can accurately predict the success of a CRM project if Change Management has been given its appropriate weight. Implementing CRM means a different way of doing business; people are naturally resistant and fearful of change even it will do them good. Do you know anyone that has tried to quit smoking, or stay committed to an exercise plan?

Change management activities must be planned and given enough resources to permit them to succeed. Some important activities to consider:

• Give employees ownership of the change; thier involvement and participation through questionnaires, interviews and assigned tasks is critical
  
• Communicate the Vision with all of its inspiration and aspiration, use it gain support from the people who are to be affected by the changes
  
• Generate agreement by explaining the CRM business case to each key stakeholder
  
• Clearly communicate the conditions of success to all, the shot and long term goals
  
• Everyone impacted by CRM should be able to convincingly answer why the project is important
  
• Communicate regularly and often, use different channels, media and formats
  
• Do not cover up setbacks
  
• Celebrate victories as you achieve them
  
• Never doubt the power of WIIFM (wiff-em), explain to all what's in it for them
  

Stage 2.1: Executive Sponsorship

CRM is an organizational strategy and culture that puts the customer at the center of business process design. Most companies are either Product Centric or focused on Billable Hours. To become Customer Centric requires leadership and direction from the top.

An Executive Champion of CRM is an important communication link and change agent. The strategic goals of CRM are to add value to all client interactions through an integrated view into the customer lifecycle resulting in operational excellence, cost reductions and revenue growth. All of which interest the executive suite to varying degrees.

Every time I have been able to demonstrate to an Executive team that CRM can save people money, give them more productive time and increase their profits, they all pay close attention. CRM helps executives meet the strategic goals upon which their compensation and bonuses are measured. The challenge is finding the executive that is willing to step up to the plate.

Some companies appoint Chief Customer Officers, which is a great public gesture. However, it is more valuable and less risky in the long term if CRM just becomes "the way we do business."