Effective Change Management Is Not An Option In CRM
Most CRM consultants engage their clients with extreme confidence. Yet, they are confused when it comes to end user acceptance and very seldom include change management considerations in their project plan. Most people fear technology and presented as such, they will cling tight to the power they currently have.
If this is a software project, you don't need to read any further. If it's a CRM project, one way to address this issue is by creating a team to participate in the realignment of your business. Since we are now talking about human processes, the involvement of key people in the process will keep your enemies close, and make them feel a part of the change. They will be helping to create it. They will also help you identify areas for push-back you may not have thought of.
Protecting Turf - You aren't making small changes, you're making huge changes, and this can be a big problem for some folks
Change Management - When silos are eliminated, work assignments begin to change, become shared across functional lines and Managers (and staff) are going to see authorities change, or disappear. If you haven't planned for the human element in this situation you're going to have a big problem. The people that are most affected can't be left out, or the problem is going to be worse. Strengthen their feeling of importance by challenging them to participate in created new ideas so they feel they own them.
Protecting Work Processes - Individuals may take pride in work processes that tend to disappear as work flow is realigned and the tasks they perform each day become automated, if they aren't eliminated from the new work flow completely. Your CRM team should have representative (non managers) from each functional area of your business so they can take ownership of the new way of doing things.
It doesn't matter if your goals are to increase capacity or to cut staff. You'll still need to introduce change management to handle the issues related to changing roles and role definitions. We're not talking about minor efficiencies here, these will be selective, but meaningful and people will notice.
Communicating Change Internally - You can't include everyone in the process for obvious reasons. Therefore, leadership and communication are needed. Having a strong leader at the helm doesn't guarantee buy-in though. That's why it's important that the CRM project team carry out a strategy where it's members champion the cause amongst their peers; addressing and doubts and eliminating fears.
Communicating Change to Customers - Your customers may notice immediately that something has changed. It could be for the good, or it could be bad. Whether you'll hit speed bumps during the transition or not, it's a good idea to let your customers know what you're doing, and that your doing it for them. It's not a good idea to assume that everything will work out. Even a brilliant plan can get derailed.
One business I worked worked with wanted to reduce inbound calls by emailing customer service updates. While this was a great idea, they also knew at the time that only a small fraction of their customers had email accounts. Without communicating with their customers, and learning that fax had to be an option, they could have had major problems in the roll out.
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