Change Management - Essential for a Successful CRM Rollout

Written by Satha Arumanayagam GAICD, FCPA, FCMA

The successful rollout of an organisation wide CRM solution, especially in medium to large organisations, does mean overcoming many challenges including: resistance issues, people issues, sponsorship issues, process change issues etc In practice, a large number of well-planned (and initially well received) CRM programs (projects) seldom succeed in delivering the anticipated business value, when the CRM project is not be supported by a change management program, transitioning the organisation from where it is to where it needs be. About Satha

Change management initiatives, supporting CRM rollouts should be focused on delivering the required culture change by impacting
how individual staff members perform their tasks how teams collaborate to perform their tasks how management should be supporting the change over the longer term and how the organisation as a whole benefits from the changes emerging

Satha is passionate about working with clients on business transformation initiatives and implementing tailored CRM based applications, working with Commercial Off The Shelf (COTS) solution platforms such as: Microsoft Dynamics CRM and Salesforce. Satha has wide experience in CRM based business applications including:
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And it is commonplace, to falsely assume that the culture change outlined above could easily be achieved by scheduled training programs for up skilling of staff on the new system and presentation sessions to inform team leaders and senior managers of the smart features of the CRM package. Ingredients of an effective change program:

social CRM and integration with Big Data call centre solutions for wealth advisory brokers (financial services) grant and tender management solutions, case management solutions (government) member and volunteer management, case management, donation management, marketing automation (health & community care) student life cycle management, constituent management (higher education)

a focus on the individual staff member: helping staff understand what is in it for them and why they should be embracing the change. As amply evidenced by workplace research, non-financial rewards are equally effective in driving desired behaviour an engaged approach: people often like to be asked rather than being told. Measures to make staff feel included in the journey, often leads to greater adoption and less resistance tapping into informal social networks at the workplace: there is a greater tendency to discuss work issues (and changes) with colleagues and even be convinced by, some of the more confident (better informed), colleagues

Satha is the founder of SVA Global, a CRM & ERP consultancy practice specialising in the government, education and healthcare sectors. Sathas experience in the technology sector includes: sales and regional practice leaderships roles with Microsoft and HCL Technologies Ltd. Satha is an accountant and a company director by education.

M: 61 (0) 417 321 257

w: svaglobal.com

e: satha@svaglobal.com

Change Management - Essential for a Successful CRM Rollout

Written by Satha Arumanayagam GAICD, FCPA, FCMA

senior management sponsorship: individuals and teams expected to embrace the change and adopt the change as business as usual (BAU), will be looking out for signals from their leaders. Management will need to be seen to be supportive of the change o by creating an environment conducive to learning new skills and new ways of doing, even at the expense of mistakes being made o by recognising, acknowledging and celebrating minor wins and major successes along the way

time and focus: a popular misconception is that longer the change initiative, the greater the chances of failure. In practice, however, a sustained change management program, reviewed and re focused frequently is more like to delivery sustained changed and greater ROI a communication plan that has executive sponsorship and involvement. Elements of this plan should include: o a programmatic component designed to journey through the transition (change) o ad hoc components to address specific situations of resistance o tools promoting community building and collaboration o matrices to monitor effectiveness

M: 61 (0) 417 321 257

w: svaglobal.com

e: satha@svaglobal.com