Following the roll out of a new CRM. The challenge was supporting the IT Director switch from an email first culture into a new CRM first.

The problem was the MD, who trying to force the CRM to do all the work without changing how the busniess operated.

He hadn’t changed the working the style or promoted that a change was neeeded.

This was causing the CRM to mishandle emails as they lacked the sturcture required for correct routing.

The real task was to engauge the MD into seeing this problem as a culture problem and not tech problem.  This revealed the MD didn’t have the experience to complete the change.

An additional task was, to planned who would lead on the correct use of the platform.

The third task to support the cultural change and coach the relevent leaders on what the change might be.

The actions were two fold.

• Monthly Coaching calls with MD around reviewing CRM uptake
  • focused on time to value and Company goals
  • risk exposure based on under uterlisation
  • Cultural focuses for business
• Training session for team leaders
  • Technical best practice of platform
  • Supporting team members – soft skills
  • Creating the daily habits required

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

• What did you do to help… Nurture a culture of engaged people, delivery and achievement
• What did you do to help… Refined definition of current state, desired future state, and how to get there
• What did you do to help… Facilitate better alignment to business strategy and plan
• What did you do to help… Create an internal network of ‘champions’ or ‘transformers’

• What did you do to help… Reduce the impact of siloes
• What did you do to help… Avoid losing key people by reskilling and retraining
• What did you do to help… Overcome resistance and drive adoption
• What did you do to help… Avoid unrealistic or conflicting expectations

1. Time to value goals reached in 2 months (not 3)
2. Reduced spend on additional intergation work (15% reduction)
3. Employee satisfaction increased.

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

Typical areas where value is realised:

• What did you do to help… Increased credibility, confidence and influence across the business
• What did you do to help… More satisfied and engaged employees with increased retention and productivity
• What did you do to help… Effective delivery against financial targets
• What did you do to help… Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
• What did you do to help… Digital transformation that drives, moves and resets the organisation’s vision
• What did you do to help… Creating a culture of involvement, empowerment and connection to the business

Pains typically relieved include:

• What did you do to help… Unclear and siloed business strategy leading to misaligned goals across the organisation that conflict with transformation
• What did you do to help… Cynicism, lack of buy-in and resistance to change
• What did you do to help… Leaders mandating a change management and implementation approach that’s not appropriate to the organisation
• What did you do to help… Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams

• coaching
• Operational & Organisational Management

• Organisational Agility & Effectiveness

• Real Estate