The thought of a fully-integrated CRM system may look good on paper,
and it may sound even better when the software vendor describes how wonderful it
will be when the system has been installed. Unfortunately, in reality few CRM systems
implementations proceed without a series of major challenges. Even though a vendor's
solution works well "in the laboratory" or "in somebody else's telco,"
you will be facing your share of trials when it comes time to put that system into
Organizational and Political Resistance to Change
The first and biggest challenge
to any major CRM consolidation and streamlining activity is organizational and political
resistance. Implementation of a new CRM solution that truly delivers high value
returns on the investment must, by definition, break down barriers between departments,
specialists, and legacy systems. Of course, if those entities had wanted to be integrated
and streamlined in the first place there would be no reason for the CRM system.
This means is that any system that is going to deliver value, will address
AND RESOLVE the hundreds of organizational, operational, financial, political, personal,
and logistical challenges that come up as a result of its implementation and no
software in the world, and no methodology ever invented will do that job for you.
There is only one way to address this: one issue and one person at a time. That
takes sensitivity, awareness, foresight, and persistence.
Harnessing the Power of Your Billing and CDR Systems
Once you get passed the myriad of people problems that the new CRM system
will generate, you are ready to take on the second set of challenges: the I/T systems.
No telco architecture is simple, and no billing system ever provided information
without a struggle. The level of information retrieval and integration that most
people expect to get from their CRM systems deployments guarantees that the data
and systems challenges will be very large.
Teaching the Organization a New Way to do its Job
Now that the new system is in place, your organization will have to learn
new ways of operating. New processes, new procedures, and much new information will
have to be analyzed, understood, and integrated into the way people do their jobs.
Changing Your Core Strategies and Management Attitudes
Surprisingly, even after all of this has been accomplished, there is
still one more step before the benefits of the system can be truly realized. Management's
attitudes and pre-dispositions, as well as the organization's core strategies and
beliefs have to change as well.
Few managers anticipate the massive upheaval in corporate culture, values,
and strategic direction that new, truly effective, and well integrated solutions
will create. These systems often generate far more than the originally envisioned
value. In many cases, the experience of new systems implementation and utilization
has taught the more active and informed employees to look for many other ways to
improve the business.
TTA Offerings to Support CRM Systems Deployment