Launching Salesforce in a newly formed global telecom

Situation

A newly formed global telecommunications company, created through a venture capitalist-funded demerger from a larger organization, was preparing to launch a new CRM system (Salesforce). The primary objectives were to maintain staff engagement and motivation during this significant transition and to ensure the successful embedding of the new CRM system within the new company's operations. The project was characterized by several challenges, including a lack of clearly defined deliverables at the outset. Furthermore, the CIO resigned abruptly within the first month of the change lead's involvement, leaving the change management aspects of the program under the responsibility of the COO, who had limited time and interest in the "people side" of the implementation. Internally, employees were navigating uncertainty and competing for roles within the newly established entity. Adding to the complexity, users were initially led to believe that the new Salesforce system would offer a like-for-like replacement of their existing CRM system. However, the reality on day one was that the combined Salesforce and Oracle environment would not immediately match the flexibility they were accustomed to.

Solution

We focused on a people-centric approach to facilitate the successful launch and adoption of the new Salesforce CRM system within the newly formed global telco. To ensure effective training, we developed specific user personas to tailor the training content and delivery methods to different employee groups. We prioritized active listening with key stakeholders to thoroughly understand and address their specific pain points and concerns related to the new system and the organizational changes. Throughout the program, we implemented strategies aimed at maintaining employee motivation and engagement, ensuring they were prepared and positive for day one launch and future system releases. A key objective was to ensure the comprehensive completion of the necessary training by all users.

Results

• The project successfully identified key reporting fields, enabling the client to generate their required reports from the new CRM system.
• Key stakeholders reported feeling that their concerns were addressed, and they gained a clearer understanding of the upcoming changes and timelines.
• The project successfully met the requirements and expectations of the governance board.
• Clarity was provided regarding the "like-for-like" CRM solution, effectively managing user expectations about the new system's capabilities.
• High-priority pain points identified by stakeholders were successfully addressed during the implementation.
• The train-the-trainers were provided with sufficient training to confidently and effectively conduct end-user training sessions.