CRM
When it comes to implementing a CRM system, leadership is sometimes entrusted to a “business” department, and other times to the IT division. This choice often depends on each company’s history — how things have always been done — but also on its organizational structure, which can sometimes lead to unfortunate decisions. So, what’s the best approach today when implementing a new CRM or Customer Experience (CX) platform, whether it’s Salesforce, Oracle, or Microsoft Navision?
1. Define the Project Scope
Originally, there was the concept of Customer Relationship Management (CRM), born in the 1970s. At that time, there was little talk of the full suite of components we now know — tools designed to deliver coherent omnichannel experiences across an organization.
Let’s start with the heart of the system: the Sales component in the front office and the Service component in the back office.
- The first mainly serves sales and marketing teams (see the article on Sales and Marketing leadership).
- The second is intended for the company’s after-sales service.
Additional elements often include Marketing Automation, CPQ (Configure, Price, Quote) tools, client or distributor interfaces (Communities), and even e-commerce portals.
2. A Human Story
The success of such a project will always revolve around its users. Without them, there is no success. It is often said that the technical side represents only 20%, while the human side accounts for 80% of the success.
3. When Should Change Management Begin?
Change starts now — or at least from the very beginning of the project.
It is essential to involve as early as possible the teams that will use the new tools and, therefore, the new working methods.
And let’s not forget to involve support functions such as communications, top and middle management, and IT, which will play a key role.
Who should lead the change? It may be best if it’s the same person who leads the project itself.
4. Don’t Forget Your Company’s History
Every company has its own story. Some were even born in the last century, and their early representatives are often still there — much to the frustration of younger generations!
You therefore have to operate within a diverse, sometimes fragmented environment. Over the past few decades, roles and responsibilities have evolved considerably. Those who successfully implemented IT systems in the past may not be thrilled to see new solutions arrive — effectively marking the end of their own creations.
It is thus crucial to secure the buy-in of all stakeholders within the company. A new CRM means better results and closer customer relationships, but it’s also a tremendous opportunity for individual and professional growth.
It’s worth taking the necessary time before launching the project, sometimes even involving human resources. Roles before and after the project are likely to change — and teams should be prepared for that.
According to a study conducted by Dell and the Institute for the Future, 85% of the jobs that will exist in 2030 do not yet exist today.
“The only skill that will be important in the 21st century is the skill of learning.” — Peter Drucker
5. Cloud vs. On-Premise
With the shift to the cloud, solutions that were once developed to fit each company’s specific business needs are now much more standardized.
The approach has changed — today, we talk much more about configuration than development.
This shift has led to changes in both project requirements and working methods, allowing integrators to work in Agile mode, closer to the teams that will use these solutions.
6. So… Who Will Be in the Driver’s Seat?
Given all of the above, the conductor of the project should be as close as possible to the company’s field teams — in this case:
- the sales and marketing teams for the Sales component, and
- the after-sales teams for the Service component.
They must have a deep understanding of operational challenges, be capable of leading change, and ensure flawless coordination with technical teams — especially IT, which is responsible for integration and data migration.
Today, 80% of CRM project work revolves around processes, user practices, and specifications, far more than on the technical development itself, which is now mainly about configuration.
The new project leader — the true CRM conductor — must therefore possess strong people skills, the ability to unite cross-functional teams, and solid project management expertise to guide the organization smoothly into its new customer-centric era.
Laurent van Hamme