Organizational issues are just as important, if not more important, than the technology behind a CRM implementation. It is well-known that people resist change. The introduction of a new system may be perceived to challenge the balance of how things are done, who wins, and why, and can have dramatic operational implications. Because of this, it is critical that new-system implementation has organizational buy-in up, down, and across, with strong leadership from senior management. The fundamental changes involved may be perceived to have far-reaching impact for your representatives, as well as the business processes and technology that support them. Forethought, coordination, and skill are required for a successful CRM implementation.
For a CRM project to succeed, it is critical that senior management understand that CRM is a business strategy to which they are fully committed, and that they are realistically cognizant of CRM’s many facets and ramifications. At the head of the charge is the CEO, the one person the organization looks toward for company direction and philosophy. It is the responsibility of the CEO to win the support of key groups within an organization – from the board of directors to financial analysts to direct reports – all the way down to the customer.
The CEO must realize that CRM is an initiative for major organizational change and, to this end, must have a clear vision of what he is trying to accomplish. The CRM project requires commitment and leadership and should include organizational objectives that are measurable by specific success metrics and criteria.
