The vendor can be helpful, but ideally you want someone inside your organization for the roll-out period. Finally, workhorses are necessary , and they come in a few different guises. There are workhorses who make sure the guidance of the specialist is followed testing, migration and there are workhorses who line manage new users post Implementation to make sure they are using the system effectively.
Your implementation team is there to help your business realize the goals it set when you first decided to select a CRM. Pick people who are going to help you make that happen. A change management plan should underpin the new software implementation process. Again this process will be different for every organization, but some well-worn steps help to smooth the transition:. Going on from the first point you need to work out which advocates, specialists and workhorses you have in-house to make the change a reality.
Write out exactly what you need, the gaps you have in expertise and how you plan to fill those gaps. When assessing the team also consider the capabilities of the current users to move to a new system, are they tech savvy? Are they adaptable? Is the current system firmly embedded in company culture?
This involves breaking down the project into manageable stages and creating key milestones, including:. You should also look at how you will track the project.
Whatever the model is be consistent and have regular check-ins. Clarity should be achievable although often this is delivered abysmally. You should aim to make sure that every member of staff has a clear view of what is happening, why it is happening and how it affect will their work life.
The opportunity to provide feedback is more difficult. You want to make people feel heard, but if you already have a set idea, then the illusion of having input can be more detrimental than helpful. This filter often stops the flood of comments, and one person is easier to work with that a whole staff body.
Making sure that the roll out happens over a sensible period is important. It makes staff feel respected if they understand the process longer in advance, gives them a chance to process what is happening and ask questions.
If the CRM implementation process is rolled out too soon it can cause panic. The cost of getting this wrong can be very high. From paying too much for software to wasted staff hours to adding bespoke features you can easily overspend. Plan for everything, including reduced productivity during the go-live period. Have a clear view of the benefits of new software and try to quantify this. Take a look at what can go wrong. These risks can be different but once you know what they are you can manage them.
One company may have a technical risk, i. The risk assessment will help you develop a realistic budget. This is the 'scariest' part of CRM implementation! A successful CRM roll-out is a broad topic in itself — the main question to consider is whether it is fit for purpose.
As you consider messaging, training, speed, data migration and try to assess the impact, this should be filtered through that question. Most organizations under-plan or plan in the wrong areas. For example, most organizations know that training is important so deliver some generic staff training days to get the key points across. It is much more effective to train the line managers of the most substantial users in more depth so they can pass on the knowledge as the CRM rolls out to their teams.
Another tactic that works well is giving line managers training on how to get ideas across to different types of learners and then working out how each user learns best. CRM data migration is most effective when you have a clear plan. A migration brief should cover what you need to migrate and how it will be used in the new CRM. Once you have the high-level brief you can begin to work out how to do this. Free download The Little Windows 98 Book.
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