Adopting new technology, introducing new programs, and revising processes that impact workflows all require behavioral change and, therefore, early collaboration and tailored training for those affected. For initiatives like these, starting small and building capacity slowly and intentionally is the path to realizing sustainable results.
The case at hand.
A mid-sized environmental consulting firm was moving forward with implementing a Client Relationship Management (CRM) platform to provide more structure and alignment around its business development efforts. The firm had no standardized, data-driven capacity to track opportunities or collaborate across business sectors and was looking to increase visibility into prospects in the pipeline and, ultimately, the firm’s full book of business.
Once the CRM was operational and widely adopted, the firm was looking to create a key account management program that could strengthen client relationships by providing a broader, tailored suite of services across sectors to high-value clients.
Challenges and opportunities.
We realized from the start that to derive the most value from the CRM we would need close to full adoption, as the true benefit could only be realized as adoption scaled. To get there we had structural and cultural challenges to overcome, including siloed business sectors that had not traditionally collaborated with one another and a territorial mindset resulting in a reluctance to share information.
From a planning perspective we recognized that the implementation process was necessarily front-loaded with effort, and users would need to invest considerable time learning the platform and entering information before we could demonstrate the cumulative benefit. From a scale perspective we were looking at bringing more than 100 CRM users in diverse roles on board that would require varying levels of effort and distinct training needs. Business development leads, for example, would be responsible for creating client and prospect profiles and managing overall client and market information. Seller-doers would enter more project-specific information related to client interactions and emergent client needs.
The upside of CRM adoption was significant. It would allow the firm to gain real insight and understand the business in a way they hadn’t been able to before. The platform offered the ability to analyze data within and across sectors, leading to deeper insights into client needs, more informed decision-making, and the ability to develop deeper client relationships by understanding their full scope of need.
Approach and actions.
We started small – identifying individuals we believed would be early adopters for a pilot group, learning from their initial questions and concerns, and leveraging their input to customize the out-of-the-box platform to suit the firm’s needs.
Rather than a big kick-off, we introduced the CRM through small group meetings that brought together business development leads and seller-doers working in aligned sectors. We focused on the ability to bring a broader range of services to their clients and the benefits of having visibility into all prospects and clients, emphasizing that the system is as strong as the information they entered.
We moved forward with a training program tailored to different roles that included a self-paced video series, regular office hours, and individual 1:1 guidance. To limit disruption, we leveraged existing opportunities to reach users, like adding a CRM agenda item into weekly business development meetings to share a quick tip on the platform. Ultimately, we were able to use that time to share benefits based on real use cases presented by their colleagues.
There was initial resistance from some business development leads, largely around the time required to input information into the system and their belief that they already had a full understanding of their clients’ needs. On the first point, we brought in administrative assistants to work with the leads on data entry. On the second point, we drew on our pilot group to meet with their colleagues who had concerns and share examples of clients that could potentially benefit from services in their sectors.
As adoption grew, we were able to build momentum by sharing data analysis tools and dashboards, using available data to date, that demonstrated the true value of the platform. For those who had not yet adopted the platform or lagged in entering information, this created a sense of inevitability and leveraged group dynamics to get to the goal of nearly full adoption.
Results and outcomes.
Decisions across the board, from whether to enter new markets or develop new service offerings, were informed by actual data rolling up to custom dashboards that allowed leaders to make connections they could not previously make when they relied on tracking general trends and weighing anecdotal information.
The CRM implementation led to a greater understanding of client needs across sectors and laid the groundwork for a new key account management program that focused on strengthening relationships with high-value clients and elevated exceptional seller-doers into account management roles, creating a new career development path within the firm.
Leaders naturally emerged throughout the process, and those taking the initiative were not necessarily the usual suspects. Technology implementations, in particular, can elevate leadership qualities in younger digital native employees who can be nurtured over time into next generation leaders.
What we learned and carry forward.
Slow and steady wins the race. With technology implementations starting small, staying visible, building capacity over time, and demonstrating progressive value can achieve long-term success.
Learning from colleagues is powerful. Identifying early adopters, bringing them into the planning and development process, and leveraging their knowledge and enthusiasm can create the momentum needed to reach a critical tipping point in adoption.
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