Our Experience
Business Process
Legacy CRM Migration
#solution portfolio #change #positioning #maximisingeffectiveness #GTMstrategy
Challenge
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Operational challenges caused by acquisition strategy and lack of shared service infrastructure.
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Pressure to migrate from legacy systems and Excel-based processes to a cloud-based CRM platform.
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Project inertia due to decentralised processes, inadequate strategic planning, and lack of defined leadership.
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Stress, anxiety, and over-worked teams lacking direction and practical experience causing conflict.
Approach
The initial discovery process focused on revisiting the "why" and "how" of migration to cement true purpose and strategic objectives. Several areas demanded attention including:
Project management and communication
Process mapping and journeys
Adoption, training, and skills
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Disjointed processes mapped and workshopped to allow individual voices to be heard and capture best practices and concerns.
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Customer research explored specific requirements and service optimisation and reporting improvements.
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Positively challenging the business supported differentiation between resistance to change and experience-led concerns to improve personal identification with change efforts.
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Collaboration with CRM implementation partner aligned internal output with technical implementation planning.
Impact
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Experienced Project Manager recruited to implement structure and governance.
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Alignment of CRM champions to each functional area to leverage in-house experience and knowledge.
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New communications plan created and service descriptions enhanced to bring deliverables in-line with new technology capabilities.
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Greater C-level appreciation of the depth of engagement and sponsorship needed to drive success and negate the impact of delegation to a small team with existing day jobs.
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Revised roadmaps created to support well-planned change over time to better serve business goals.
Service Improvement
#serviceportfolio #optimisation #change #connectedprocesses #collaboration
Challenge
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Legacy service portfolio suffering from a lack of innovation, inconsistent deliverables, and an excess of customised services resulting in outdated service management practices, SLA penalties, poor customer satisfaction, and delivery overwhelming service staff.
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Sticking plasters losing adhesive and employee stress and anxiety exacerbated by piling new business on top of a weakened foundation.
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Poor cross-functional collaboration and team conflict.
Approach
Following a human-centric approach, key engagement areas identified included:
Service portfolio descriptions and deliverables
Customer satisfaction
Lifecycle service processes
Commercials
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In-depth service portfolio review followed by one-to-ones to bring entire teams together.
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Expanding on symptomatic frustrations to delve deeper into human and organisational causes to identify Ieadership team itself overwhelm and misalignment to growth vision.
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Visualising problems and involving all voices across the sales and service lifecycle.
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Market research to benchmark current and future services with the competition and key trends.
Impact
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Empathetic strategy crafted to empower staff to contribute ideas and be part of the solution.
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Strategy included dedicated owners, sales and service champions, process and journey mapping, and additional market research to stimulate ideas for new services and existing service improvement.
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Customer data and live case management insights incorporated to evidence planning gaps.
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Implementation of stronger service management practices through skills gap analysis and supporting training plans,.
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Content and collateral produced to support training, marketing, and customer clarity.
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Customer and employee confidence boosted based on a clear path for short and long term success.
Whatever your challenge, at Phronesis, we take the time to understand how your strategy affects business and operational processes to develop a compelling program of action to help you achieve your change and transformation goals.