Strategic Change Management: Implementing a Mobile CRM Solution
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The primary value of mobile customer relationship management (CRM) is the ability to access and update business-critical information while employees are on the move. However, change cannot occur instantaneously. Thus, it is essential to prepare for that change and to have as many personnel on board as possible to usher in a new beginning. The most critical component in implementing a mobile CRM solution is to understand users’ roles, information needs, and daily tasks and then pinpoint the use cases where having a mobile CRM solutions can drive practical business value. Finally, sustainability of that change would go on to underline the legacy and the success of this change implementation.
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Pete Thomas LinkedIn CV
Peter Thomas has over 20 years of experience leading supply chain management and business process improvement. He has a track record of successfully implementing ERP systems and optimizing supply chains. His career highlights include replacing legacy systems, deploying an ERP/mobility project, performing demand analysis, and transforming sales and distribution processes. He is skilled in areas like process optimization, relationship building, analytical thinking, and motivating teams.
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Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
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Product teams often struggle to prioritize the right features that give customers the most value. The backlog is essential to your process, but treating your backlog as your roadmap has several pitfalls. In this webinar, Jim Semick from ProductPlan and Michael Lauricella from Atlassian explain how your backlog and strategic roadmap can work better together.
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Insight into typical sales and marketing processes that are commonly in need of improvement
The challenge of applying process concepts into functions that traditionally resist formal process design
Ways in which the organization was able to make process improvements stick
RJRothen_Resume_0816
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Ajaykumar Reddy - Resume
The document provides a summary of Ajay Kumar Reddy Gollapalli's experience including:
1) Over 15 years of experience in areas such as sales, project management, business analysis, operations management, and solution architecture for various industries including banking, insurance, automotive, and more.
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The document provides an overview of the agile software development process. It begins with defining agile as an iterative and adaptive approach to software development performed collaboratively by self-organizing teams. It then discusses agile principles like valuing customer collaboration, responding to change, and delivering working software frequently. The document also covers specific agile frameworks like Scrum and Extreme Programming, the role of user stories, estimation techniques like planning poker, and ceremonies like daily stand-ups, sprint planning and retrospectives. It concludes by comparing agile to the traditional waterfall model and defining some common agile metrics.
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INCLUDED FRAMEWORKS/MODELS:
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4. Lean Startup Methodology
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- 1. Mobile CRM Solution Chicagoland Chamber of Commerce by Gan, Jeremy 2/11/2014 Strategic Change Management 0
- 2. Business Case • Why now? 2/11/2014 Strategic Change Management 1
- 3. Transition Period Mr. Gerald J. Roper 2/11/2014 Ms. Theresa Mintle Strategic Change Management 2
- 4. Business Case • Why now? – “Voice of Business in Chicago” • Lead by example – catch up with technology – Unconvincing sales over the last 6 years • New members canceling out lack of retention rate 2/11/2014 Strategic Change Management 3
- 5. Design Focus 2/11/2014 Strategic Change Management 4
- 6. Design Focus (cont.) • Develop closely with existing CRM vendor – Reduce data-sync issue that arise – Familiar software interaction • Modern Features – Update/Access information on-the-go – Integrated scheduling – Analytical dashboard – Real-time decision making 2/11/2014 Strategic Change Management 5
- 7. Implementation Process • Diverse Cross-Functional Team – Executive Sponsor – Steering Committee – Mobile CRM Solution Administrator – Mobile CRM Vendor Developer 2/11/2014 Strategic Change Management 6
- 8. Implementation Process (cont.) • Pilot Program – Early adopters to refine and help with testing process • Training Process – CRM Vendor will conduct “train-the-trainer” course • Front line users • Administrators • In-house helpdesk 2/11/2014 Strategic Change Management 7
- 9. Sustainability • • • • Internal forum for quick troubleshooting Updated hiring structure Metric to track effectiveness of change Springboard to a holistic coverage for other area 2/11/2014 Strategic Change Management 8