To succeed in the age of the customer, IT leaders that that support “front-office” business processes cannot afford failed technology initiatives. In recent blog posts, I have been sharing the results of a recent Forrester survey of practioners to define and quantify the best practices for CRM success.
Working in partnership with CustomerThink, Forrester collected opinions from over 600 individuals who had been involved in a CRM technology project as a business professional in sales, marketing, customer service, or IT.
A few weeks ago, I reported that our data show that CRM technology deployments require a balanced and multifaceted approach that addresses four critical fundamentals: process, people, strategy, and technology.
More than two-fifths (42%) stated that their problems with CRM were the result of “people” issues such as slow user adoption, inadequate attention paid to change management and training, and difficulties in aligning the organizational culture with new ways of working. These can become key roadblocks to the effective use of CRM technology solutions to achieve better business outcomes.
More the specifically, the top people challenges to implementing a CRM solution include cultural resistance to adopting new ways of working (45%), difficulties in achieving user adoption (44%), insufficient planning and attention given to change management (42%), and inadequate leadership (38%).