Cycle of Growth: Planning and Adding Functionality Beyond CRM Implementation

• Change can be scary and difficult. Baines and Desrosiers-Tam acknowledged this challenge but also focused on the growth opportunities and benefits that come from change.

• Support – Evaluate how many personnel will be needed. Who will assess demands and answer questions? These points need to be considered when implementing a new CRM. The presenters advocated for the use of support communities (misery loves company) and the importance of having “ambassadors” who support and spread enthusiasm for the new system.

The dreaded CRM implementation often evokes groans and flashbacks from audience members who have experienced the challenges of implementing new CRM systems. However, according to Mickey Baines, partner and technology services practice lead for Kennedy Company, CRM implementation doesn’t have to be such a terrible experience. Baines, joined by Brian DesrosiersTam, assistant dean for the School of Graduate Studies at the University of Toronto, shared key factors to consider in order to make the implementation process more manageable.

• Consider how much of the CRM you actually need to use, and how much are you actually ready to use. Baines recommends starting at a lower level and working into higher levels of functionality and capacity as needed.

• Think about your “must haves” compared to the “nice to haves,” and how these may change over time.

• How do you plan to grow your use of the CRM? Growth can be outward (more users) or downward (more sophisticated use of the system).

• Baines presented the idea of ownership. Consider who will be the functional owner, the person who knows the process and is responsible for the design. This person will need support as well.

• Training – plan on creating manuals but also consider other ways to provide training. Resources such as videos, user-specific channels, open office hours, and shared knowledge go a long way.

• Users – define user roles and limits on permissions, and be cautious of whom you give access to and how much access you approve.

CRM implementation does not have to be all doom and gloom. Baines and Desrosiers-Tam reminded the group of the light at the end of the tunnel. In the end, new CRMs are an opportunity to improve processes and help programs reach their student-centered goals. As comfort grows with new technology and new processes, there are opportunities to find new and better ways to use your CRM. Viewing implementation as a continuous cycle, documenting the process, and being open to change can open the door to new potential and growth. n