Scaling with CRM: Pivoting for Growth
The Situation
Upon being informed by the CEO about a necessity to simplify their database for scalability to meet growth plans, the VC conducted a review. They remained partially convinced. My organisation, as recommended by the VC, stepped in for a consultation. Within a brief conversation, it was evident that a comprehensive review was essential. The discovery revealed:
- A custom CRM that was challenging to manage.
- Prevailing manual processes showing signs of strain.
- No model to forecast future demands based on growth, like staff increment and training.
- The absence of a strategic plan to realize growth aspirations.
- An ongoing acquisition of a European business to amplify their customer base.
The Task
The CEO commissioned us to:
- Craft a transformational programme focusing on immediate and long-term goals.
- Forecast the budget and structure a compelling business case.
- Obtain board and VC approval after presenting our findings.
- Initiate the programme.
- Spearhead an RFP for a new CRM system.
- Oversee ongoing governance.
The Action / Approach
- We initiated sales funnel modelling to predict the potential impacts of growth on both teams and technology. This analysis persuaded the executives that meeting growth plans without an efficient CRM would be financially draining.
- Organised comprehensive workshops with all business functions, sparking discussions on the future possibilities. This proactive approach garnered widespread support for replacing the custom-built applications with an industry-standard CRM.
- Collaborated with finance and senior executives to craft a persuasive argument for the VCs, advocating for the necessary change and increased investment.
- Leveraging the fortuitous acquisition of a technologically advanced company in the same sector, we recommended adopting and enhancing their established systems. This approach simplified the transition.
- We emphasised continuous engagement, feedback, and workshops to ensure smooth adoption.
- Instead of constructing a system from the ground up, we suggested expanding upon the CRM the newly-acquired company already had expertise in, inviting similar systems for comparison, thus expediting the decision-making process.
The Result
- We were pivotal in securing an increased budget from VCs by presenting evidence-backed arguments for a course correction.
- By harnessing the strengths of the newly-acquired business, we could champion change effectively, emphasizing the agility and responsiveness of the CRM.
- Our growth plan modelling illuminated the pathway for digital transformation, serving as the keystone for the organisation’s strategy.
- Our hands-on approach in showcasing the potential benefits of the CRM secured confidence and buy-in across various levels in the business.
- The challenges addressed encompassed:
- Streamlining processes by integrating better applications.
- The growth plan model provided a unified vision for different stakeholders.
- Comparing the in-house application with standard CRM models quashed any opposition against the transformation programme.
Focus In On: Responsible for Digital Business Transformation
New Areas of Value:
Enabling collaboration beyond the boundaries of an enterprise
Gain access to additional budget through success
Improved business agility and ability to rapidly respond to change and opportunity
Digital transformation that drives, moves and resets the organisation’s vision
Increased credibility, confidence and influence across the business
Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
Creating a culture of involvement, empowerment and connection to the business
Improvements around:
Lack of process and technical integration strategy making the overall solution less efficient
Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
Lack of transformation, change and agility mindset in leadership
Unclear and siloed business strategy leading to misaligned goals across the organisation that conflict with transformation
Leaders mandating a change management and implementation approach that’s not appropriate to the organisation
Lack of availability of the right people at the right time across both business and technology areas
Conflict between perception and reality of digital skills, tools, methods and talent required and available
Cynicism, lack of buy-in and resistance to change
