This is the third part of the series of posts in the series where I am discussing how to use the Kotter 8 steps of change method when implementing CRM in an organization. The previous posts can be found here:
Part 1 - Justification
Part 2 - Overview
"Yeah, we had planned to bring up the decision for budgeting the new CRM system at the board meeting, but we had so many urgent issues that we just didn't have time. Maybe next time..."
Organizations everywhere are choked, especially the successful ones, the ones that have the resources to invest in CRM systems. The effect of this is that everyone can only work with the tasks at the top of their priorities. The first step of Kotter's 8 steps of change, is to create a sense of urgency. In the case of implementing CRM, this means that we have to be very specific about the effects of what will happen if do not implement this right now.
When doing this, we have to, as always, understand the receiver, understand this party's values and goals and try to address these. For instance, if the CEO is a very numbers oriented person you might try to work out how much time each sales person might save by using the new CRM and hence be able to put into working with selling more and generating x-% more income. If the CEO is more of a strategy and visions person, you might show her all the abilities she will get with the system and describing all the strategic advantages of this.
The bottom line is, you need to get the people with the decision power and the money to understand the importance of the CRM implementation project, in order for the project to be properly prioritized. If not, you risk being prioritized as number 11 in the list of the 10 item on the board meeting. And that dial does not go to 11.
MVP, CEO and owner at CRM-konsulterna AB