Not all companies have a culture that embraces innovation because there is a perception
of risk. To change a culture means securing buy-in at all levels of the business. If senior
management is not on board, you will not get the support you need to make the change across the
business. If the employees are not interested, you will not get the execution you need to
fundamentally change the way the business works. Effective leadership can overcome these
barriers.
Showing posts with label change management. Show all posts
Showing posts with label change management. Show all posts
Wednesday, 17 October 2012
Tuesday, 4 September 2012
Five Reasons Why CRM Implementations Fail
When listening to concerns about CRM solutions,
implementation is usually high up on the list. Yes, it can be
daunting, but it is the pivotal point of the overall project. So why do
CRM implementations fail? Below are the most common CRM implementation errors and how to avoid them.
Avoid Training the Trainer
Proper implementation of a CRM solution takes concurrent and complete commitment from your company. Too frequently, companies tend to underestimate what it takes to get the job done. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the consultant or trainer. Meet with your consultant to get a clear understanding of what it takes to fully implement the CRM system so you can reap the benefits throughout your organisation.
Avoid the temptation to train your staff by department; such as having accounts train in the morning and then have warehouse staff trained in the afternoon. These sessions usually turn into a demonstration rather than interactive training. But worse, trainees have no sense of how the software integrates nor how they are affected by events in other departments.
Underestimating Implementation Time
In order to keep costs down to close the deal and make the sale, a consultant might suggest you purchase fewer days than you really need for a successful implementation . This can make you dissatisfied with the service when you learn you must spend more than you expected in order to fully exploit the software, not to mention the cost of a delayed or failed implementation. Consultants may not guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your business. Ask for specific examples of other similar projects and their implementation duration.
Resistance to Change
Culture shock is possibly the most difficult hurdle in an CRM rollout. Employees are resistant to change for a variety of reasons; usually rooted in some type of fear. They may be worried that their jobs are at risk or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and access to online help. Once they see how their own lives will be easier, they will actually be excited about the new system.
Choosing the Wrong CRM System
Choosing the wrong CRM system can be devastating. Don’t be persuaded by a consultant that repeatedly says “Yes it will do that”. Ask them to show you. What can happen is the “yes it will do that” turns into “yes it will do that, but it will take more customising at extra cost”.
No Management Buy-in and People Aren’t Held Accountable
Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new CRM system is best for the organisation. It is imperative that management also buys into the implementation process, and supports the plan throughout the organisation. They must understand that “training the trainer” to cut costs is not a solid option, and pressing consultants for accuracy in implementation costs and educating employees on benefits of a new system is critical.
Everyone throughout the organisation must believe that management is completely behind the project and will take any necessary action to ensure success. Furthermore, management in smaller companies tends to be reluctant to holding people accountable for their performance. Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance and some less perfect employees will take serious advantage of such an environment. Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.
Avoid Training the Trainer
Proper implementation of a CRM solution takes concurrent and complete commitment from your company. Too frequently, companies tend to underestimate what it takes to get the job done. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the consultant or trainer. Meet with your consultant to get a clear understanding of what it takes to fully implement the CRM system so you can reap the benefits throughout your organisation.
Avoid the temptation to train your staff by department; such as having accounts train in the morning and then have warehouse staff trained in the afternoon. These sessions usually turn into a demonstration rather than interactive training. But worse, trainees have no sense of how the software integrates nor how they are affected by events in other departments.
Underestimating Implementation Time
In order to keep costs down to close the deal and make the sale, a consultant might suggest you purchase fewer days than you really need for a successful implementation . This can make you dissatisfied with the service when you learn you must spend more than you expected in order to fully exploit the software, not to mention the cost of a delayed or failed implementation. Consultants may not guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your business. Ask for specific examples of other similar projects and their implementation duration.
Resistance to Change
Culture shock is possibly the most difficult hurdle in an CRM rollout. Employees are resistant to change for a variety of reasons; usually rooted in some type of fear. They may be worried that their jobs are at risk or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and access to online help. Once they see how their own lives will be easier, they will actually be excited about the new system.
Choosing the Wrong CRM System
Choosing the wrong CRM system can be devastating. Don’t be persuaded by a consultant that repeatedly says “Yes it will do that”. Ask them to show you. What can happen is the “yes it will do that” turns into “yes it will do that, but it will take more customising at extra cost”.
No Management Buy-in and People Aren’t Held Accountable
Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new CRM system is best for the organisation. It is imperative that management also buys into the implementation process, and supports the plan throughout the organisation. They must understand that “training the trainer” to cut costs is not a solid option, and pressing consultants for accuracy in implementation costs and educating employees on benefits of a new system is critical.
Everyone throughout the organisation must believe that management is completely behind the project and will take any necessary action to ensure success. Furthermore, management in smaller companies tends to be reluctant to holding people accountable for their performance. Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance and some less perfect employees will take serious advantage of such an environment. Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.
Thursday, 30 August 2012
Expert Tips for Change Management
Expert Tips for Successful Change Management
by Lindsey Agness
Why do some change projects fail whilst others succeed? It is a very
interesting question. There are three core areas of focus during any
change process: process, systems and people.This post explores the impact of change management on people; the processes, tools and techniques required to pro-actively change people’s thinking and their behaviour – in order to realise the anticipated benefits of your project. This means engaging with staff and helping them through the change process.
The good news is that research shows projects with an excellent focus on the people aspects of change, to be nearly six times more likely to realise the anticipated benefits than those teams with poor or no focus (95% vs. 16% respectively, according to Prosci Research in the USA).
So what are the greatest contributors to success?
Top tip no. 1: Be clear about the burning need for the changeStaff are more likely to collaborate with your change project and be willing to engage with the change process if they understand why the change project is necessary in the first place.
If you provide staff with enough compelling reasons, they are much more likely to engage with what needs to be achieved. Without explaining the reasons ‘why’, staff are likely to be ‘turned off’ and become disengaged; or may even sabotage the project.
Top tip no. 2: Set clear outcomes and business benefits for the project
Realising value is about ensuring that projects deliver the anticipated benefits for the business. The advantages of setting clear and measurable business benefits include having clear goals that can be communicated to staff, knowing the costs, identifying the risks, and ensuring the return on investment is understood from the start.
In contrast, unclear business benefits lead to a lack of focus, wasted effort and money, frustrated and de-motivated staff. This is not rocket science and yet, many businesses still do not give the planning stage enough attention.
Top tip no. 3: Encourage active and visible executive sponsorship
Leaders in your organisation need to visibly sponsor the change project. Too often they allow themselves to get diverted onto the next ‘sexy’ project that comes along. In addition, if they are expecting any change in values and behaviours they must be seen to role model them. Leaders who flout the new policy send out an extremely destructive about the validity of the change programme.
Top Tip no. 4: Create frequent and open communication around the need for change
It will take more than one announcement for the change message to be heard and digested by staff. The rule of thumb is seven times! This means using several different channels; and importantly, to keep communicating a consistent set of key messages. You simply cannot over-communicate.
It’s important to spend some time working on your strategy for communication and stakeholder management then developing a plan to deliver it effectively. There are four key phases of communication in a successful change project:
- Explaining the need
- Clarifying the vision
- Inspiring action
- Sustaining momentum
Top tip no. 5: Use a structured change management approach
Use a structured and consistent change management approach instead of the more common ‘hope for the best’ alternative. Develop or buy an approach that can be scaled up for large transformational projects and scaled down for smaller challenges.
My own methodology includes a tool-kit of processes, templates and practice guides that can be modified according to need. The best results come from allocating dedicated project resources and funding. All too often, organisations attempt to add change management responsibilities to existing busy day jobs. This simply does not work.
Top tip no. 6: Put yourselves in your employees’ shoes
Finally, pay attention to the personal side of change. The ways people respond to change will depend upon three key elements: the amount of change going on, the impact of the change on them personally, and what else is going on in their private lives.
Each person’s threshold for change will be different. Imagine what it feels like to be in their shoes during the change project. What do they believe about the project? How are they likely to be feeling? How are they behaving? It will then become possible to assist them through the process in the most effective way.
One extra tip is to encourage people to focus on those aspects they can influence and control rather than on what they cannot. Help them to understand any positives and ‘what is in it for them’. In these ways you can help them to get involved and build their commitment to the change.
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