Change management is crucial to the success of any CRM deployment or organizational change effort. It involves addressing the cultural, structural, and people aspects of change. An effective change management plan formalizes the change process, defines the program, establishes management structures, communicates to stakeholders, and involves people to create champions of change. It is important to address awareness of the need for change, build desire for change, provide knowledge of how to change, develop ability to implement changes, and reinforce changes once implemented.

1. Change Management
The Cornerstone for Effective CRM Deployment
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2. 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 what’s going on!”
“How soon will this happen?”
“How will this impact me?”
“Will I receive new training?”
“What’s 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 come first
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3. ‘Service-change’ and CRM projects are
all about culture, ownership, control
and resistance, direction,
management, vision, communications,
structure, process and
people… people… people.
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4. 1. Why change management is crucial to the success of
your CRM project.
2. How to successfully use change management while
focusing on 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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5. Before Embarking on Change
• Align the change with the company’s strategy
• Understand what you’re 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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6. 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
“Don’t build it in a box alone”
“Don’t build it in a box alone”
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7. Project Team
• Executive Sponsors
• Management Team
• Project Manager / Project Assistant
“Not in handout”
• 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
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8. 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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9. 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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10. People Dimension of Change
Effective management of the people dimension of
change requires managing five key phases:
1. Awareness of the need for change
2. Desire to make the change happen “ADKAR”
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.
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11. Now it's your turn
Apply it to a personal situation that you are personally close to.
1. Identify a change you are having difficulty making in another person (friend, family
member 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 which
the 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 person’s 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 person’s knowledge or level of training in these areas (0% - 100%).
Ability. Considering the skills and knowledge identified in the previous question, evaluate the person’s ability to perform
these skills or act on this knowledge. To what percent do you rate this person’s 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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12. 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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13. You must address the area you scored 50% or less first. Awareness will 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 their ability 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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14. 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 Offer Collaboration Space
Offer Collaboration Space
5. Agreed upon Service Levels Email distribution lists
Email distribution lists
Weekly status reports
Weekly status reports
Weekly team meetings
Weekly team meetings
Teleconferencing
Teleconferencing
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15. Process Dimension of Change
Process elements for change:
•• Communications
Communications
6. Develop project plan plan
plan
•• Action items list
7. Identify documentation requirements Action items list
•• Issues list
Issues list
8. List training needs
•• New
New
9. Produce implementation plan requirements
requirements
•• Project review
Project review
documents
documents
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16. Technology Dimension 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
JAD sessions
•• Post-it note
Post-it note
exercise
exercise
•• Involve the users!
Involve the users!
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17. Technology Dimension 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
Workshops
•• Design reviews
Design reviews
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18. Identify
Change Management
detailed Model-
reqs. Document
Recognize policies for
Technology
or identify support Post
change Gather Implementation
Initiate function
knowledge Review
request
Identify
Identify risk, training
cost, needs
benefits Schedule
Prioritize
requests
and perform Go Live!
training
Populate
Schedule
knowledge
base
Design Testing
prototype
Pilot
Review
Kick Off
Celebration! Gain Production
approval release
“Include Help
Desk and Call
Center!”
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19. Roadmap to Change
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20. Create Champions of Change
Help people feel comfortable with their being asked to do something
differently.
1. Tend to think first about what they have to give up
2. Feel isolated even when others are going through similar
changes
3. Different resilience levels, none of us can absorb unlimited
change
4. Concerned that they don’t have enough resources
If not addressed all of these can lead to resistance.
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21. 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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22. Utilize Advanced Project Management Methods
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
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23. Foundation for Success
• Involve people up-front and gain their support
• Identify the team and stakeholders
• Utilize standard procedures
– Change control Keep it simple
Keep it simple
– Documentation Small phases
Small phases
– Communication paths
• Deploy technology following a formal process
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24. “If you're not riding the wave of change...
you'll find yourself beneath it."
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25. HTHTS’ Newsletter
“eSharings”
Exclusive Help Desk and Call Center
professional’s newsletter, ad exempt*, loaded
with resources & tips.
Just email solutions@hthts.com or visit
www.hthts.com
* If there is an event we think you should know about, we do include those.
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26. Industry Newsletters
Help Desk Northwest
Just email memberships@hdnw.org
Northwest Call Center Professionals
Just email nwccp@hthts.com
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27. Ivy Meadors
High Tech High Touch Solutions, Inc.
Business Consultant, Speaker, Writer
Ivy@hthts.com
www.hthts.com
(425) 398-9292
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28. CRM Guides
www.ismguide.com
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29. www.crm-toolkit.com/
www.crm-toolkit.com/SamplePlans.html “Not in handout”
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
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