driving and releasing change with crm - · pdf filedriving and releasing change with crm ... c...

© PA Knowledge Limited 20161PA CONFIDENTIAL – CRM Conference

DRIVING AND RELEASING CHANGE WITH CRM

Margaret Daher & Bruce Whitney Low

© PA Knowledge Limited 20162PA CONFIDENTIAL – CRM Conference

Who we are

Margaret Daher

Higher Education Consultant

Bruce Whitney Low

Digital Consultant

© PA Knowledge Limited 20163PA CONFIDENTIAL – CRM Conference

CRM in the context of the wider institution

Integration layer

Recruitment CRM Bookings

Social media

e.g. Facebook,

WeChat

3rd party

sites/apps

Search

Engines

e.g. Google,

Baidu, Naver

eMail, SMS,

notifications

Content Student data

Exte

rna

l to

uch

po

ints

Content and data

marketing teams

Agile development

and delivery teams

New processes New Governance New skills &

structures

New Infra

& support

Mobile Desktop Tablet

University of ABC

Ca

pa

bility

Inte

rnal p

latfo

rms &

se

rvic

es

University Digital Platform

© PA Knowledge Limited 20164PA CONFIDENTIAL – CRM Conference

The Customer is at the heart of their universe

We’re now in a world that’s led by customers who are increasingly outcome-driven. Relevance

and value are achieved by positioning yourself into the customer’s universe, being there when

they need you, and getting out of the way when they don’t

© PA Knowledge Limited 20165PA CONFIDENTIAL – CRM Conference

Student 4.0: outside-in view

ADVISORY

Schools

Advisor

AUTHORITY

League tables,

Which, TEF,

Certifications, REF

ADVOCACY

Friend/family

Blogger

Alumni

volunteerCOMPETITION

Journey starts

a long time

before a visit

Tools can

predict and

generate

dialogue to

support

advocacy

You need to

know who else

your prospects

are talking to

Content needs

to reach key

influencers Prospective

Student

Whilst universities’ websites continue to be an important reference point for prospective

students, they compete with a wide range of other digital touchpoints

© PA Knowledge Limited 20166PA CONFIDENTIAL – CRM Conference

Professional Services 4.0: inside-out view

ADVISORY

AUTHORITY

ADVOCACY

COMPETITION

Procurement

Enterprise

architects

Consultants

CRM Manager

Scaleability

Integration

CRMaaS

Usability

Compatability

Automation

Information

management

Operating

model

Exemplars (HE

& eCommerce)

Fluid

expectations

© PA Knowledge Limited 20167PA CONFIDENTIAL – CRM Conference

Themes on which CRM needs to deliver in order to fulfil your needs

© PA Knowledge Limited 20168PA CONFIDENTIAL – CRM Conference

C U S T O M E R - C E N T R I C B U S I N E S S M O D E L

WHO WHAT HOWWHERE

Ma

rke

t str

ate

gy

Se

lecti

ng t

he

ta

rge

t m

ark

ets

What to source

In-house, suppliers

How to organise

Processes; Structure & location; Culture &

leadership; Governance implications

Which resources

People & skills; Information; Application &

technology; Infrastructure & facilities

Stakeholders

Identifying stakeholder

segments and understanding

their needs, preferences and

characteristics

Future journey /

experience

Delivering exceptional user journeys

and student experiences through

great operating model design and

execution

Fin

an

cia

l p

erf

orm

an

ce

(KP

Is &

RO

I)

DESIGN ELEMENTS TO CONSIDER WHEN DESIGNING YOUR CRM MODEL

OUTSIDE-IN VIEW:

Focusing on value and offering compelling propositions and student experiences

at the points that matter the most

INSIDE-OUT VIEW:

Establishing a student-oriented organisation that is fully aligned and fit for purpose

with the right capabilities to deliver an excellent student experience

8

Clarity around your operating model and ways of working should drive how you implement and use your CRM (or any other new technology!)

© PA Knowledge Limited 20169PA CONFIDENTIAL – CRM Conference

We knew we needed the system but not everyone was clear about why

It wasn’t always clear how decisions were made or what the scope of the programme was

The system seemed to replicate our complex ways of working rather than making things

easier

Our leadership was fully committed to the change and led by example

The wider community was fully bought into the change, had an appropriate opportunity to

input and was prepared and trained when the system went live

Everyone is on board with these new ways of working and we take the time to celebrate and

reflect on what we have achieved

But sometimes that’s easier said than done

© PA Knowledge Limited 201610PA CONFIDENTIAL – CRM Conference

We have found that successful implementations and ongoing management of CRM do these four things

Creating urgency and

commitment and building the

case for change to make it

essential.

Designing and specifying the plan for the change

initiative to make it ready.

Driving and releasing

implementation of the

change initiative to make it

happen.

Communicating and following

up on the change initiative to

make it stick

© PA Knowledge Limited 201611PA CONFIDENTIAL – CRM Conference

There are then six key ‘buckets’ of activity to consider, and some CRM insights we have found helpful to consider when working through them

Build and communicate a compelling case

for the CRM

Design and drive the CRM programme

Design a new institutional operating model

Enable change leadership

Engage and enable academic and professional service staff

Embed new behaviours

Other insights to keep in mind for implementation and ongoing management of CRM:

Content should be unique – not necessarily processes:Benefits from will likely come from some degree of standardisation– clear decision-making is key to locking this down and managing change control

Gold, silver and bronze? Pilot different levels of service to see what drives the best results – create an approach to facilitate ongoing experimentation

Make it multifunctional: This is about ways of working,–key players from multiple areas need to be at the table

But when it comes to operating the CRM don’t be afraid to build in tough governance and create space for an expert

Assess the change for everyone: This includes users, managers and developers of the systems

Don’t underestimate the SRS integration …

Drive CRM

change top

down

Release CRM

change bottom-up

© PA Knowledge Limited 201612PA CONFIDENTIAL – CRM Conference

Taken together, they will from the pieces of successfully driving and releasing change on your CRM project

Drive change top down

Release change bottom up

Build and communicate a compelling case

for the CRM

Design and drive the CRM programme

Design a new institutional operating model

Enable change leadership

Engage and enable academic and

professional service staff

Embed new behaviours

MAKE THE CHANGEESSENTIAL

MAKE YOUR INSTITUTIONCHANGE READY

MAKE THE CHANGEHAPPEN

MAKE THE CHANGESTICK

Developcase for change. Ensure this is audience specific

and future proof

Communicate the change narrative. What

are the best channels for your audience?

Agree and trackbenefits. How will these

make a difference to staff and students?

Realise and communicate

benefits. Be consistent in your messaging

Agreegovernance and scope of processes / departments

Developthe detailed plan. Share with key stakeholders.

Deliveragainst project

milestones. Deliver and communicate quick wins.

Review and support transition to

Business as Usual

Design detailed operating model change.

Think outside conventional structures

Deliver business design changes.

Develop improvements and embed KPIs

Identify, formand develop

guiding coalition with senior sponsors

Buildchange capability.

Where are the skills gaps needed for delivery?

Lead and commit to the changes

Personifychange as the new normal

Assess Impact, identify and engage change champions.

Providetraining and support

transition with frequent feedback mechanisms

Maintain engagement activity and feedback.

Definethe desired future

behaviours

Identifybehavioural gaps. What activities could address

this?

Implementchanges, empower and

incentivise staff

Anchor changes, celebrate

successes

Definechanges to your

operating model and roles

Identify and understand stakeholders and the

scale of change required