Adopting a New CRM Platform

Challenge

Two years ago, the largest division within a major financial institution migrated CRM platforms from  Oracle to Salesforce. The migration was conducted as a “lift and shift”. It did not adequately account for  the divergent needs of all user communities – approximately 1,000 users, 8 distinct areas, 25  stakeholder groups. The result was a lack of user adoption, thus, a stagnant customer experience. The  division’s leadership strongly believed opportunities existed to improve the use and utility of Salesforce.

Selection

Storytelling was selected as the tool of choice. The group responsible for the Oracle to Salesforce  migration appeared to have neglected their customer – the employees (impacted users). The “what’s in  it for me” was not established. We needed to know the users, and how they experience the CRM, to  develop a story/value proposition designed for them.

Furthermore, we needed to shift users’ mindset to that of a “prepared mind”. We hypothesized that  users’ mindsets were narrowly focused on operational/business as usual activities that had been  engrained due to the firm’s risk adverse culture. Users’ repertoires were largely limited to their specific  function and they did not have a strong grasp on where they fit in the customer journey or how and to  whom information and insights should flow. Customer empathy was not an organization priority and  therefore not a priority of the employees.

Application

Establishing the “what’s in it for me” is personal. For smaller scale efforts, conversations with each  impacted individual can be valuable. In this situation however, the scale (and timeline and budget) did  not allow for that approach. Instead, we focused on user groups the business determined to have the  greatest impact on CX. We met with leadership from those groups to understand the “what is”, the  desired mindset and behaviors of their employees, and the value to be delivered to customers. We  conducted workshops with users to understand their perspective from big picture (why move to  Salesforce, as a firm, what CX are we trying to provide?) through to individual impact (what is expected  of me as a result of moving to Salesforce, how do I bridge my ability gaps?). In the workshops, we  identified individual influencers within the user groups – employees that colleagues emulate or go to for  help (not a HiPPO). We conducted interviews with each influencer, getting a “behind the curtain” view  of the environment and testing some of our initial storytelling points.

With the information in hand, we designed a layered communications campaign comprised of multiple  stories. We began with the strategic purpose and objectives of the CRM migration which was  communicated by business leaders to the user population. The story was then carried on by the user  group leaders who covered the tactical aspects/changes specific to the user group. The user group  leaders met one-on-one with their team members to deliver a personalized value proposition and to  solicit feedback on how to improve CRM adoption and CX. Additionally, the influencers championed  change within their respective groups and formed a coalition to exchange practices.

Results of the communications campaign were measured by surveying the user population’s  understanding of the CRM change from both a business and personal perspective. The scores were  overwhelmingly positive on both fronts. However, the true measure of overall effectiveness will be  improved NPS and CX scores which, as of now, have not been collected.

Insights

There can be a multitude of underlying factors to be aware of when storytelling in the context of having  employees embrace and adopt a change. In this situation, I found organizational culture and alignment  as factors that needed to be carefully navigated. An organization known for strict risk management now  wanting employees to share data and insights across functions and create new ways of delivering value  to the customer was met with skepticism. Alignment manifested itself in two ways. First, leadership  must be aligned, communicating consistent messaging. Second, enabling factors and performance  management must be aligned to how the business wants employees to change. With regards to  enabling factors its addressing skill gaps, tailoring processes, and empowering front-line employees to  make decisions. In terms of performance management, its a program that clearly articulates  expectations and incentivizes desired employee performance and behavior (or disincentivizes the  contrary).

Approach

You get one shot to tell a compelling story. The audience either buys in or doesn’t, and they usually  don’t offer a second chance. In this situation, I would’ve spent more time developing the story for why  storytelling is so important! Facing a tight timeframe, a lengthy discovery stage and communicating  what some in the organization already thought was clearly articulated and universally known (which  obviously wasn’t given the challenge they sought to remedy) was not viewed as a top priority (“show me  results already!”).


Adopting a New CRM Platform Challenge Two years ago , the largest division within a major financial institution migrated CRM platforms from Oracle to Salesforce . The migration was conducted as a “ lift and shift ” . It did not adequately account for the divergent needs of all user communities – approximately 1,000 users , 8 distinct areas , 25 stakeholder groups . The result was a lack of user adoption , thus , a stagnant customer experience . The division ’s leadership strongly believed opportunities existed to improve the use and utility of Salesforce . Selection Storytelling was selected as the tool of choice . The group responsible for the Oracle to Salesforce migration appeared to have neglected their customer – the employees ( impacted users ) . The “ what ’s in it for me ” was not established . We needed to know the users , and how they experience the CRM , to develop a story / value proposition designed for them . Furthermore , we needed to shift users ’ mindset to that of a “ prepared mind ” . We hypothesized that users ’ mindsets were narrowly focused on operational / business as usual activities that had been engrained due to the firm ’s risk adverse culture . Users ’ repertoires were largely limited to their specific function and they did not have a strong grasp on where they fit in the customer journey or how and to whom information and insights should flow . Customer empathy was not an organization priority and therefore not a priority of the employees . Application Establishing the “ what ’s in it for me ” is personal . For smaller scale efforts , conversations with each impacted individual can be valuable . In this situation however , the scale ( and timeline and budget ) did not allow for that approach . Instead , we focused on user groups the business determined to have the greatest impact on CX . We met with leadership from those groups to understand the “ what is ” , the desired mindset and behaviors of their employees , and the value to be delivered to customers . We conducted workshops with users to understand their perspective from big picture ( why move to Salesforce , as a firm , what CX are we trying to provide ? ) through to individual impact ( what is expected of me as a result of moving to Salesforce , how do I bridge my ability gaps ? ) . In the workshops , we identified individual influencers within the user groups – employees that colleagues emulate or go to for help ( not a HiPPO ) . We conducted interviews with each influencer , getting a “ behind the curtain ” view of the environment and testing some of our initial storytelling points . With the information in hand , we designed a layered communications campaign comprised of multiple stories . We began with the strategic purpose and objectives of the CRM migration which was communicated by business leaders to the user population . The story was then carried on by the user group leaders who covered the tactical aspects / changes specific to the user group . The user group leaders met one - on - one with their team members to deliver a personalized value proposition and to solicit feedback on how to improve CRM adoption and CX . Additionally , the influencers championed change within their respective groups and formed a coalition to exchange practices . Results of the communications campaign were measured by surveying the user population ’s understanding of the CRM change from both a business and personal perspective . The scores were overwhelmingly positive on both fronts . However , the true measure of overall effectiveness will be improved NPS and CX scores which , as of now , have not been collected . Insights There can be a multitude of underlying factors to be aware of when storytelling in the context of having employees embrace and adopt a change . In this situation , I found organizational culture and alignment as factors that needed to be carefully navigated . An organization known for strict risk management now wanting employees to share data and insights across functions and create new ways of delivering value to the customer was met with skepticism . Alignment manifested itself in two ways . First , leadership must be aligned , communicating consistent messaging . Second , enabling factors and performance management must be aligned to how the business wants employees to change . With regards to enabling factors its addressing skill gaps , tailoring processes , and empowering front - line employees to make decisions . In terms of performance management , its a program that clearly articulates expectations and incentivizes desired employee performance and behavior ( or disincentivizes the contrary ) . Approach You get one shot to tell a compelling story . The audience either buys in or does n’t , and they usually do n’t offer a second chance . In this situation , I would ’ve spent more time developing the story for why storytelling is so important ! Facing a tight timeframe , a lengthy discovery stage and communicating what some in the organization already thought was clearly articulated and universally known ( which obviously was n’t given the challenge they sought to remedy ) was not viewed as a top priority ( “ show me results already ! ” ) .