CRM Projects Mean Change
For many organisations the term Customer Relationship Management (CRM) has become synonymous with cost overruns and delayed benefits realisation. Although many of the problems can be laid at the doors of the software vendors for over hyping the speed, ease and simplicity of their software installation few would argue that the implementing organisations and the way their projects are mishandled must bear some of the blame for these failed implementations. So much is expected of the IT/IS teams when it comes to making technology work. Yet many senior managers that are signing off on large cheques forget that there are people and process issues that must be addressed in addition to the technological ones. These issues are the most important ones to tackle as implementing almost any system and especially one that involves the whole hearted commitment of the internal customers of that system (sometimes referred to as 'users') requires the organisation to adapt and change. CRM projects mean organisational change and this requires personnel commitment from all those involved. This paper attempts to put in context some of those needs to change and puts forward actionable steps that an organisation must undertake to make the programme a success.