CIOPages.com CRM Transformation Framework is an integrated and practical approach to planning and executing a fundamental shift in how CRM works today and evolving it to the desired target state.

Before we dissect the components of the CRM Transformation Framework, please also note that CIOPages.com offers a CRM Transformation Toolkit and other CRM Transformation resources.

Transforming CRM functions and processes is a non-trivial task, particularly if it involves changes to the operating model, the key value streams and processes, people and their roles. It is not just about implementing a system or a solution per se but evolving toward a desired future thru incremental steps.

CIOPages.com CRM Transformation Framework Components:

Strategic Context:

CIOPages.com CRM Transformation Framework begins with understanding the strategic context of the proposed customer relationship management transformation. The strategic context will involve understanding the business needs and corporate objectives, the future vision of the company with regards to sales and service models, and the generational shift of the CRM functions in the digital world.

Executive Intent:

Executive Intent is about the leadership goals, objectives, and desired outcomes as well as the level of support for the CRM transformation endeavor. A stakeholder map to capture the level of interest, the influence and the intent of various stakeholders will help a great deal.

Transformation Charter:

The transformation charter is a concise but a coherent summary of what problems the firm is trying to solve for and the desired outcomes from the transformation endeavor. It is not a detailed business case or a project charter, but a higher-level document. It should answer the what and why and less of how.

Transformation Drivers:

The next component of the CRM transformation framework is identifying and documenting the factors that are necessitating the transformation. These transformation drivers can be grouped into the following:

• Macro trends: These are global and national events shaping the economy, industry, and the society at large, which in turn will impact the company. These can range from demographics to social mores, globalization to environmental considerations, from geo political events to labor movement. These can be captured as PESTLE analysis.
• Competitive Dynamics: These factors are typical competitive analysis and should include not only the direct competitors, but indirect competitors, emerging non-traditional competitors who may upend the industry, and others. A competitive analysis framework such as Michael Porter’s Five Forces Model might be useful.
• Technology Advances: Thack Brown of SAP listed 5 technology factors which are influencing CRM functions. In addition, there may be others which may be impacting the sales and service value streams in your particular industry.
• Internal Challenges: The internal challenges are all the current state problems that the firm is facing in the CRM operations. These items comprise of all the breakdowns, service recovery items, process bottlenecks, data inaccuracies, delays, cumbersome processes et

Candidate Value Streams:

The candidate value streams address the scope and enormity of the transformation challenge by identifying end-to-end CRM value streams of the company. It depends on how big of a transformation your company is undertaking, but typically the prospect to customer, intent to purchase, purchase to fulfillment, incident to resolution are types of value streams that could be included.

Transformation Steps:

CIOPages.com CRM Transformation Framework outlines six steps in implementing a CRM transformation program.

• Enquire – Understand the current state issues, challenges, and impediments.
• Envision – Paint a picture of the future without being encumbered by the current state.
• Elaborate Drill down into what needs to be done, how it needs to get done in greater detail.
• Enable –This is where rubber hits the road as in actually implementing the changes envisaged in the transformation.
• Execute – This step involves operating the new generation customer management operations included in and implemented as a part of the CRM transformation framework.
• Evaluate – This addresses the concept of measuring the key success factors and key performance indicators and using that learning to improve the customer management function iteratively and incrementally post the customer relationship management transformation.

Program Management:

Needless to add no CRM transformation framework is complete without program management and governance. This includes the way the project is funded, the steering committees who are accountable, the governance framework, the PMO office, as well as projects and work streams. Should you need it, CIOPages.com offers a CRM Project Plan list.

Change Management and Adoption:

A Change management Plan is a very important consideration in any transformation endeavor. Hence including a robust change management and adoption plan will be extremely vital in making any major transformation program a success.

You can download the CIOPages.com CRM Transformation Framework PowerPoint Slides for free (after social sharing). And of course, you modify the PowerPoint for your own needs, as long as it contains the citation “Adapted from CIOPages.com CRM Transformation Framework”.