Keeping up with the constantly evolving world of digital transformation is crucial for businesses to remain competitive and continue to be successful at delivering to the needs of their customers. In this week’s blog, consultant Bhavik Patel gives us some insight on how businesses can take a holistic approach to implement new technologies successfully.
Through the years, technologies have evolved from traditional Enterprise Resource Planning (ERP) systems used to manage and track daily transactions to integrated Customer Relationship Management (CRM) systems capturing real-time customer information that can be accessed instantaneously by sales professionals. In this blog, written collaboratively by Jane DiMartino, Katie Britton, Andrea Cafarelle and Erin Gregory, we focus on the continued evolution of CRM in the age of Artificial Intelligence (AI) and its expansion into new industries.
Customer Relationship Management (CRM) is a seemingly straight forward concept around taking care of your customer . Given the evolution of service management best practices and big data , today’s CRM systems are anything but simple, providing a vast range of services, platforms and techniques. Adding to the complexity are newer technologies to consider that are continually being added such as Big Data with Social Media Integration and Predictive Analytics using Machine Learning.
A new client recently asked us to help them address a major pain point – a struggling CRM implementation. In the previous year, they had invested heavily in a new tool to drive sales efficiencies. A few months following the launch, adoption numbers were nowhere near the predictions and in turn ROI wasn’t realized. Their story isn’t unique – between 60-70% of all CRM launches fail. Leading a re-implementation may seem daunting, but second passes can provide a great opportunity to be successful. You can leverage lessons learned to create a user-centric experience that will turn a detractor into a champion and get buy-in from executives on the necessity of visible engagement.
Collaboration is becoming increasingly important in the business environment driven by the rapid flow of information, need for quicker business decisions, increasing pace of innovation, and competitive pressure. Yet, it’s been difficult to get a consensus on the precise definition of collaboration. However, some key characteristics common to meaningful collaboration are:
On one of my client projects, I was engaged to contribute on a mission critical project that almost failed. After attending several meetings, it became apparent that the project team was unable to make progress. The individual team members were competent, motivated, worked exceptionally well together, and the overall project plan provided more than enough time to complete the work. So, what went wrong? Why did such a team that looked so good on the surface come so close to failure?
Several years ago, a colleague passed along a copy of Orbiting the Giant Hairball: A Corporate Fool’s guide to Surviving with Grace, by Gordon MacKenzie. The premise of the book is that as organizations try to institutionalize the creativity that sparks their success, they frequently become a tangled mess of rules, traditions, and systems. This tangled mess, the hairball, has a gravitational field that pulls the organization toward mediocrity.
Rolling out agile scrum at an enterprise level in the corporate arena can be challenging for even the most adept managers. The role the manager plays is essential to the success of the agile program. Other roles, such as the Scrum Master, Product Owner and Development Team are clearly explained by scrum in its core practices. But less clear, is what happens to the manager when an organization migrates to agile. How thorough a knowledge of agile does a manager need to have to be successful? How much training and exposure to agile practices do managers need to be effective? How experienced must a manager be in leading to run an efficient scrum program? Below are 5 key tips a manager should utilize for success:
Customer Relationship Management (CRM) continues to climb in priority for many companies in today’s hyper competitive market for customers. A popular New Year’s resolution for many companies is upgrading or implementing a new CRM system. In fact, Gartner indicated that CRM was the #8 IT Priority for CIOs in 2012, up from #18 in 2011. And CRM figures to be an even higher priority for 2013. So why are companies prioritizing CRM? Let’s take a look at 3 driving forces behind increasing investments in CRM…