change management - the cornerstone for effective crm deployment

7/29/2019 Change Management - The Cornerstone for Effective CRM Deployment

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High Tech High Touch SolutionsExplore Your Options: Change Management

Change Management

The Cornerstone for Effective CRM Deployment


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When you say Change, they say:

This is a waste of time.

Why change if it was working just fine before?

If it ain't broke, don't fix it.

They never tell us whats going on!

How soon will this happen?

How will this impact me?

Will I receive new training?

Whats in it for me.

I doubt they are really serious about this.

Natural reaction to change: Resist

Awareness of need to change: critical ingredient and must comefirst


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Service-change and CRM projects are

all about culture, ownership, control

and resistance, direction,

management, vision, communications,

structure, process and

people people people.Resource: A Practical Guide to CRM

Background, Business Case & CaseStudies

Our Ref e2e/reviews/BR131101

Prepared by

Richard Parkinson

Barclay Rae

e2e Customer Services Ltd


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1. Why change management is crucial to the success of yourCRM project.

2. How to successfully use change management while focusingon the behaviors and attitudes to create champions of change.

3. Identification of the key components of change management

4. Components of an effective change plan: time lines,resources required, communication processes, documentation,

and acceptance criteria.


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Before Embarking on Change

Align the change with the companys strategy

Understand what youre likely to achieve

Ensure executives committed to achieving change Verify there are sufficient resources

Assess need for external help, find outside resources

Change management is crucial to the success of any change effort.


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Key Components for Success

1. Formalizing the process

2. Defining the change program

3. Establishing a formal management structure

4. Communicating to the appropriate stakeholders

5. Involving people frequently to create champions of

change

Dont build it in a box alone


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Project Team

Executive Sponsors Management Team

Project Manager / Project Assistant

Change Manager

USERS!!

Outside clients Key stakeholders

Partners / vendors

Database administrators

IT!! (Technicians, engineers, system administrators, etc.)

Help Desk and Call Center Users

Auditing / quality control manager

Not in handout


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Business Dimension of Change

Elements of the business dimension of Change:

1. Business need or opportunity is identified

2. Project is defined (scope and objectives)

3. Proper management team is put in place

4. Risks, costs and business impacts are addressed


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Business Dimension of Change

Elements of the business dimension of change:

5. Business solution is designed (new processes,

systems, and organizational structure)

6. New processes and systems are developed

7. Solution is implemented into the organization


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PeopleDimension of Change

Effective management of the people dimension ofchange requires managing five key phases:

1. Awareness of the need for change

2. Desire to make the change happen

3. Knowledge about how to change

4. Ability to implement new skills and behaviors

5. Reinforcement to retain the change once it has been made

Research shows that problems with this dimension of change is the most commonly cited reason for

project failures. In a study with 248 companies, effective change management with employees was

listed as one of the top-three overall success factors for the project. Helping managers be effective

sponsors of change was considered the most critical success factor overall.

ADKAR


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Now it's your turnApply it to a personal situation that you are personally close to.

1. Identify a change you are having difficulty making in another person (friend, familymember or work associate), that is not working regardless of your continued efforts.

2. Briefly describe the personal change you are trying to implement:

3. Answer and assign a score for the following questions.

Awareness. List the reasons you believe the change is necessary. Review these reasons and rate the degree to whichthe person you are trying to change is aware of the reasons or need to change (0% - 100%).

Desire. List the factors or consequences (good and bad) for this person that create a desire to change. Consider these

motivating factors, including the persons conviction in these factors and the associated consequences. Rate his/her

desire to change (0% - 100%).

Knowledge. List the skills and knowledge needed to support the change, including if the person has a clear picture of

what the change looks like. Rate this persons knowledge or level of training in these areas (0% - 100%).

Ability. Considering the skills and knowledge identified in the previous question, evaluate the persons ability to perform

these skills or act on this knowledge. To what percent do you rate this persons ability to implement the new skills,

knowledge and behaviors to support the change (0% - 100%)?

Reinforcement. List the reinforcements that will help to retain the change. Are incentives in place to reinforce the

change and make it stick? To what percent do you rate the reinforcements as helping support the change (0% - 100%)?


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Complete the table to the best of your ability, rating each area on a scale

of 0% to 100% Take a moment to review your scores. Highlight those

areas that scored a 50% or below, and identify which was the first area to

score less than 50%.


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You must address the area you scored 50% or less first. Awarenesswill be core

to the success of the project effort.

Desire to change at the employee level must be addressed as resistance will be a

natural reaction to change.

As the change moves into implementation, you will need to develop knowledge

about the change and ensure theirability to implement new skills and behaviors.

Once the change is in place, you will need to reinforce the change to avoid

moving backwards to old behaviors.


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Process Dimension of Change

Process elements for change:

1. Define methodology

2. Identification of activities

3. Back-out process documented

4. Prioritization of change tasks

5. Agreed upon Service Levels

Offer Collaboration Space

Email distribution lists

Weekly status reports

Weekly team meetings

Teleconferencing


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Process Dimension of Change

Process elements for change:

6. Develop project plan

7. Identify documentation requirements8. List training needs

9. Produce implementation plan

Communications

plan

Action items list

Issues list

New

requirements

Project review

documents


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TechnologyDimension of Change

Technology project elements of change:

1. Appropriate software and or hardware is identified.

2. Technical and functional requirements gathered.

3. Installation, develop, design, test, and pilot

4. Production installation JAD sessions

Post-it note

exercise

Involve the users!


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TechnologyDimension of Change

Technology elements of change:

4. Final testing including user testing

5. Notification, audit trails, measurements

6. Solution is implemented into the organization

Workshops

Design reviews

Ch M


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Recognize

or identify

changeInitiaterequest

Identify risk,

cost,

benefitsPrioritize

requests

Schedule

Design

prototype

Review

Gain

approval

Include Help

Desk and Call

Center!

Identify

detailed

reqs.Document

policies for

support

function

Gather

knowledge

Identify

training

needsSchedule

and perform

training Populate

knowledge

baseTesting

Pilot

Production

release

Post

ImplementationReview

Change Management

Model- Technology

Kick OffCelebration!

Go Live!


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Roadmap to Change


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Create Champions of Change

Help people feel comfortable with their being asked to do somethingdifferently.

1. Tend to think first about what they have to give up

2. Feel isolated even when others are going through similarchanges

3. Different resilience levels, none of us can absorb unlimited

change

4. Concerned that they dont have enough resources

If not addressed all of these can lead to resistance.


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Communication Involve Others

1. Build a comprehensive communications plan targeting affected units and stakeholders

2. Leverage preferred communications methods and vehicles

3. Focus initial rounds on creating awareness and building support

4. Provide periodic updates in subsequent rounds to keep all stakeholders informed and

engaged.

5. Task senior executives to play an active role:

* Sponsorship in global communications and funding

* Participation in key project activities

* Engaging other key stakeholders

6. Involve other leaders through working sessions

7. Leverage other communication events and training sessions to involve entire staff

8. Create a stakeholder engagement plan for active involvement

9. Collect stakeholder concerns during all interactions

10. Build buy-in to the business case

11. Leverage quick wins and test and learn activities

12. Build comprehensive reporting


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1. Actively monitor project activities

2. Track concerns and issues along the way and determine appropriate action

3. Leverage existing organizational processes for conducting formal readiness

assessments

4. Ensure the CRM Program leverages existing organization norms for:

Cross-organizational involvement

Active use of steering committees

5. Adopt a partnership approach with CRM vendors and or consultants to facilitate

results

6. Leverage best practices for Program Management tailored to unique CRM

requirements

7. Create a roadmap or overall approach to achieve the CRM vision

8. Adopt a phased implementation approach

9. Focus on quick wins along the way

10. Enhance organizational readiness by rolling out across all areas over the long term

Utilize Advanced Project Management Methods


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Foundation for Success

Involve people up-front and gain their support

Identify the team and stakeholders

Utilize standard procedures

Change control

Documentation

Communication paths

Deploy technology following a formal process

Keep it simple

Small phases


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If you're not riding the wave of change...you'll find yourself beneath it."


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Ivy MeadorsHigh Tech High Touch Solutions, Inc.

Business Consultant, Speaker, Writer

[email protected]

(425) 398-9292


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CRM Guides

www.ismguide.com


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www.crm-toolkit.com/

www.crm-toolkit.com/SamplePlans.html

www.projectconnections.com/knowhow/template_list/newformat/samples/

CommunicationsPlan.doc

www.iodinc.com/tools.php3

www.pfdf.org/leaderbooks/l2l/spring2000/bridges.html

www.ncrel.org/sdrs/areas/issues/educatrs/leadrshp/le5spark.htm

www.crmproject.com/document.asp?d_id=2198

www.projectconnections.com

www.crm-toolkit.com

Not in handout

change management - the cornerstone for effective crm deployment

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