Monthly Archives: July 2018

5 Considerations for Successful CRM Implementation

I (well, the whole Zuri team, really) have the good fortune of helping dozens of clients figure out their successful CRM Implementation. Should they stay or should they go? Go where? When? How much will it take? And, what should they do about that athletics/marketing automation/grateful patient/data analytics/[insert here] tool? A well-organized selection process (see some ideas on that here) should have you well-positioned. And, ideally these 5 considerations for successful CRM implementation should be dialed in…but, too often, they remain unresolved after selection and can derail implementation.

Once you sign, there will seem like a million issues to consider as CRM implementation begins. Of course, things like an effective kick-off week are important. Logistics, understanding current state practices, etc., etc. all matter. But, as the saying goes “some animals are more equal than others”. As your team is wrestling with getting office space and picking an issues management tool (you know, the easy stuff), here are five things that you MUST handle:

  1. Culture. The thought leader Peter Drucker stated that “culture eats your strategy for lunch.” All of the planning in the world can fail if you ignore culture. This means analyzing who has hard and soft power in the process, aligning project components with the right players, and maintaining open communications. This also means including the least engaged (and sometimes most hostile) people.
  2. Gaps. Whatever you buy, no matter how expensive your new CRM, it will have some gaps. Identifying and understanding these is essential to the project’s success. “Gap” may mean some customization that your vendor will build (but has never been done before, may not work, and may push your go-live by 6 months!). “Gap” may mean that Alumni keeps their online engagement tool, despite the potential for moving all functions into one stack. Being thorough and honest here is critical.
  3. Risks. Culture+Gaps=Risks (well, sort of, you get the point). Of course, not all issues, gaps, or obstacles are really risks. You should track those issues that are identifying, under control, and will require time and attention. But, some things are monsters! Will that Dean go rogue? Did the board approve a budget with enough resources? Will your vendor deliver on time and on budget, despite a track record of overages and shortcomings?
  4. Timing. Too fast will kill you and too slow will bore you. For big shop, under a year is a pipe dream (and someone will get fired). Much over two years doesn’t tend to match how organizations function, how long leadership stays in place, campaign targets, and other realities. Dialing in culture, spec’ing the gaps, and protecting against risks will help you determine the right length of time. There is also the small matter of when to get started as key institutional dates and calendar and fiscal year-end realities must be accommodated.
  5. Expectations. When you blend the other four considerations, you will be stuck with countervailing forces…don’t go too fast or too slow…work this into the organization’s calendar that never seems to have a down moment…sell folks on the 360 degree view of CRM knowing it has gaps…persuade folks that technology is key when offline principal and major gifts may drive the bus…which all boils down to managing expectations. A project charter is a great start. Weekly updates, transparency, one-offs with key players, a Champions Committee, and other steps will help. Being disciplined and focused is important. Expectation management cannot be underestimated in successful CRM implementations.

And, one last thought: inherent in all of these considerations is that perhaps most important to success is to be honest. Honest about culture, gaps, risks, timing, and expectations. Because, as we all know, this will be a marathon and not a sprint, it will take a village, and, whenever possible, avoid mirroring the Dilbert cartoons (see below).

Kidding (yourselves) will be counterproductive

5 Thoughts about the (not-so) Fine Print in CRM Selection

Does your organization need to consider a new Constituent Relationship Management (CRM) system? Is CRM Selection on the table? Have you explored the market? Secured responses to an RFP? Conducted demonstrations? Starter or even completed conversion to the shiny new CRM?…. only to find you didn’t get what you needed? Or, you got to the 20 yard-line? Or, you now need to buy another application or two to get whole? Welcome to the club.

Too often in these processes, organizations drink the “sales kool-aid” from vendors, get “wowed” during demonstrations, and are left with an 80% solution, locked in due to fine print during a CRM selection process. Two of my clients are dealing with this issue right now, as in, today...a dozen or so face it each year. My company Zuri winds up parachuting in to way too many problem implementations due in part to these fine print situations.

What’s the solution? How do you protect your organization during the selection process while helping to ensure success long-term? Here are five key considerations:

  1. Bluntness and Discipline. Don’t mince words with your vendors. Record and remind them of what they promised. Stick to your guns, the script, and the schedule. This also means you need to watch out for scope creep so you aren’t the cause of delays, bottlenecks, or wishful thinking.
  2. Zealous Advocacy. Remember that you are your organization’s best line of defense to avoid being sold on sub-par solutions. Ask for the moon. Expect great results. Don’t accept that first or second “no” from a vendor. But, follow the plan that is in place and persuade your colleagues to get on-board.
  3. Red-Lining. Never sign a contract before a careful review. If there are terms that are unclear,  get your red pen out and mark up the document. Watch for broad or simplistic language like “will be completed in a standard fashion”.  Nope! Instead, mark those up to read “…in a fashion accepted by [insert your organization’s name]”.
  4. Skip/Script the Sales Pitch. Bright, shiny sales pitches often get us into this mess. Don’t allow the vendor to show you the sizzle and ignore the steak. Instead, script the vendor’s demonstrations to prove that gift processing, prospecting, direct response, stewardship, and analytics work actually work in the proposed solution.
  5. Heed the Advice of Others. Finally, make sure you listen to what references (or lack thereof) are telling you. A vendor that states “we only share references during the contracting phase” probably have a lot to hide and hope you’re too far down the path with them to pull out. So, make those calls and then circle back to vendors to resolve the gaps in the pitch versus the performance.

That last thought is a little self-serving. This sort of CRM Selection counsel is what we do everyday. I’d submit we’re pretty good at it. So, if Zuri can help, drop me a line (and hold me to these same points!). Good luck.