When considering how to minimise the risk of a CRM project failing a lot of copy is published arguing about the best approach in terms of project management methodology. Adherents to Prince II will argue that it is the only way to guarantee successful delivery, whilst Agile practitioners are equally certain that their “new” way of working significantly improves your chances, whilst disciples of Waterfall lay claim to taking the best of both worlds.
Whilst the project methodology you do adopt will play a part, we think the critical aspect of that decision is that the methodology is appropriate for you, that it’s a cultural fit for you, not that it’s a methodology imposed upon you by your implementation partners. What’s more we don’t think you have to commit to one and only one methodology; different phases of your project may well be best supported by different approaches, or at least by adopting the guiding principles of different approaches.
So when I came to thinking about aspects of “Approach” which affect the success or otherwise of a CRM implementation project I came at it from a different angle and wanted to share some considerations about your mindset rather than your methodology. Specifically we would caution that you reduce your chances of success if you:
Part 3: Approach
7. Approach CRM as a technology project
Customer Relationship Management is a philosophy, a way of working and to succeed you have to introduce (or reinforce) CRM as a cornerstone of your company strategy. Whilst it’s true that there is a specific and critical element of your project which is about the successful configuration, testing and implementation of one or more pieces of technology, what you’re really looking to deliver is business change. The technology implementation is about enablement, effectiveness and efficiency; what you’re seeking to do is to enable your teams to efficiently develop and manage effective relationships with their customers.
When we work with clients on “CRM projects”, whilst the scale and scope varies from client-to-client, we are always sure to understand the underlying organisational strategy, and to review business processes before we start to consider the functional requirements we would be looking for of any new technology. This focus on business objectives and business processes helps to frame the projects as change programmes, which in turn reinforces the need for a clear and coherent communications strand.
Even when you’ve been through the strategic and requirements gathering phases of the project, have potentially reengineered some of your processes and are starting to home in on the technologies you want to deploy, it’s more than helpful to keep a strong connection back to what you’re trying to achieve and why, such that you focus on the technology as an enabler, not an end in itself.
8. Are too willing to customise the software
Having completed a review of your business processes and been through a robust requirements gathering process, you should then be able to embark on a supplier selection process intending to identify a technology solution (which may not be a single piece of software) which can meet your needs without being customised for you.
Much as we value our uniqueness, embrace our differences and love our nuances, the reality is that there are probably lots of organisations doing the same thing as we are. By seeking out those technology suppliers with a well-established presence and experience in your sector or niche, you should be confident of finding a range of potential solutions which will meet your needs, and help you drive your organisation forwards, when configured to work best for you.
And that’s the key, solutions which are configured for you are therefore maintainable, sustainable and have a future within the roadmap which are the foundation of your supplier(s) future business strategy. If you start to insist on customised solutions then the likelihood is that you’ve missed a trick in your selection process, you’ve closed your mind to best practice or process improvements, or you’re stubbornly refusing to accept that you are not unique!
If you consider that the technology suppliers you’re engaging with are experienced in delivering solutions to like-minded organisations then it makes sense to allow them to demonstrate how their technology delivers what you need when you play to its strengths. You’ll then get a better experience, a more robust and supportable solution, and a more future-proofed outcome than if you opt for custom developments and bespoked systems.
9. Don’t address the possibility of poor data quality
Whilst we’d all love to believe that new technology solutions are the panacea to the data integrity issues we experience with our old systems, the fact is that the old rubbish in / rubbish out cliché is a reality and the project is our opportunity to address both the causes and the effects of the data quality issues which have undermined our old systems.
A new piece of software is not suddenly going to make sense of that inconsistent business information, spot and merge all of those duplicate contact records, complete all those half-entered records, or finish off those tasks which were reliant on manual procedures being followed.
What’s worse news is that the plan you have to migrate everything into the new system because it will be much easier to analyse, identify and clean the quality failings using the new solution is unlikely to succeed! All best intentions of course but once all of your data is in the new system there will be a raft of new activities which will prevent you from getting round to the data cleansing exercise.
It’s hard to over-stress the importance of data quality and, significantly, the impact that poor, incomplete and missing information can have on the effectiveness of any system. Even the most basic core objective for a CRM system to be the master record or address book for your organisation will be swiftly scuppered if the early days post-implementation are undermined by the discovery that some key contacts details are still out-of-date, that some duplicates have surfaced and that “the numbers still don’t match”.
Invest in a data integrity exercise prior to mapping and migrating your information into the new solution. On top of that, develop, share and agree a range of specific statistical measures that will be used to reconcile and sign off the migration. If there are any financials being migrated then we’re all very robust in our reconciliation, probably because it’s a central dark art within Accounts, but that principle of dedicating time and effort to match and reconcile numbers is what creates reassurance and delivers confidence.
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