There is an inherent tension between marketing and IT. This often mixes with lots of cross talk in each function of different channels. When tension becomes an unresolved conflict, it is impossible to execute a CRM strategy. To avoid conflicts, it helps to understand that CRM is not only about exchanging information, but about exchanging relationships. Every effective relationship involves a significant amount of disputes. The key is how to handle it.
It's tough. :
Markety
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Conflict as a catalyst
Conflict is a fact of work life. As in the case of marketing and IT, it can be particularly noticeable when both parties involved look at the world from different lenses. Conflicts can be a catalyst for creativity and create innovative and productive teams. It is also a catalyst for emotion, which can polarize people and produce counter-effective behavior. To see how to manage conflicts, consider the following scenario.
Status:
Management wants to encourage the use of teams to streamline decision-making and communication when implementing CRM.
Sales:
You are the co-chair of the CRM cross-feature implementation team and vice president of marketing. You know nothing a bit about the implementation of technology, but you really believe the power of CRM philosophy and technology to make things happenfor. Two important IT staff members who plan to join the CRM team this week did not attend weekly meetings. These people need to attend the meeting. You intended to face the IT director about this shortly after the meeting, but she hung up. You have already been called to her several times this morning.
Here is the self-talk the VP of marketing may have with himself about this situation: I noticed. I have a resource allocation problem myself this project is important. This no show action does not occur. It's obvious that we haven't made this a high enough priority.
that is:
You are co-chair of the IT director, vice president of marketing and the cross-functional implementation team of CRM. Those who need a large number of customers inside are new projects that support ongoing support. Became a Vice President of Marketing from Your Only Special Voicemail Message. About the system Frankly speaking, hurry to move forward CRM implementation, you feel that you have overcommitted people to the CRM team. You are not opposed to the "team" approach, but day-to-day operations The reality of running is that it is no longer that week on the day of the accredited vacation day that you do not send two of your staff to the weekly meeting, but this is the meeting.
Here is a self-talking director owns and about this situation: I do not respond to such a request. I can not assign two people to this team-only-and that person needs to rotate with the others in the team. He (VP of Marketing) will just have to be more flexible.
It is not a conflict of personality
The next interaction between these two people is important. This will determine if Mars and Venus crash and burn, or if they are in the right orbit. Let's see what research can tell about the usual areas of conflict and disagreement in the workplace. People are often surprised that personality conflicts are rarely the culprit.
Most conflicts are a function of lack of clarity around one or more of the following variables:
Role: I know what your job is and you know what my job is. When there is a clarity of role, each party shares mutual expectations for performance.
Goals: We both agree with the goals of the organization to be achieved, there is no hidden agenda. When you have the clarity of purpose, each party understands and agrees on what should be achieved.
Procedure: I want to do it this way. Procedures can be changed and are simply a means to an end goal. Are you aiming to perform a Brest Alternative procedure?
Personality: The true metamorphosis is among the parties based on personal characteristics, behavior, jealousy, etc. Perhaps history colors relationships and interactions are now seen through past, not present or future lenses.
As a consultant to the CRM team, we encourage people not to fall short given that the tensions and experiences they feel are a function of personality clashes, which in most cases, roles, goals, procedures Is a misunderstanding about these three variables. In this scenario, both parties are probably pretty clear about the organizational goals established for the CRM team. Not clear:
What are the best steps to achieve your goals?
How will they manage their relationship as a co-chairman?
Hidden problem
The actual conflict is not a resource allocation issue but a commitment issue. The way to resolve this dispute is to recognize the resources and time commitment of both departments while solving the way to maximize team participation. But it is not only the procedure that needs to be ironed.
A less obvious issue is the quality of the relationship that exists between co-chairs. These negative feelings may not emerge now if the foundation is done in advance to build a relationship. Instead of investing energy in anger and frustration, they give each other the benefits of doubt and may just solve the problem.
Marketing Vice President and IT director put their relationship as a co-chair on the agenda and how they work in dealing with tensions, misunderstandings, and conflicts Full-scale about how they manage expectations and problem solving If you skirt the problem by avoiding a sloppy dialogue, you will be forced to encounter CRM collisions between the planets.
The art and science of dealing with people's aspects of change equation is change management. As a practice, it effectively draws from many of the disciplines of social science to bring people, technology, and ideas together at the same time.
Copyright 2002 Dailey & O'Brien, Inc.
CRM: Strategic Engines or Just Another Tool?
CRM ... Strategic Engine or Just Another Technology Tool? How do you answer this question about your company's CRM initiative? In whats honestly answer other questions including:
It's tough. :
Markety
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Do you have the right people with the right knowledge and skills?
Do you include people in your customer service and call centers, just?
The bottom line is that the technology set of people needs to be similar to the technology used-sharing information needs to be fast, centralized and integrated.
Let's start with the leader
CRM will be a strategic engine, people will not only choose to use when they choose, but tools, managers and leaders will take this vision of new leadership through daily actions I raise it. If you want your CRM strategy to be the engine driving growth and profitability, let's see what your leaders are doing, how they work
The core of strategic change is when making an conscious choice to focus on the actions where leadership is important. As organizations experience important and fundamental transitions, leaders must be teachers and role models for new behaviors and behaviors. Leaders of successful new sales value and transition to practice employ personal learning ethics that they are on a steep learning curve and others can model
How about everyone else?
Good leaders need to change, CRM needs a strategic engine. People need to have the skills and knowledge set to translate vision into a seamless customer experience. Have the skills to build a personal, professional network of information and knowledge, allowing managers and employees to think and act in a less linear way, acting as an integrated team rather than individual contributors and functions You need to learn to
Teaming, cross problem boundaries, build problem-solving skills, knowledge-finding skills, personal networks outside the department, and relationships to share knowledge and information, but to drive a CRM strategic engine Is a necessary technology for Those skills need to be valued, encouraged and rewarded by organization.
Do not take an obvious new role
To move CRM deep into the spirit of corporate culture, we need to communicate a clear and clear role for leaders and employees. People go beyond that of being an individual contributor If you have an accountability, involvement, and strategic engine interest in making CRM, all the increase.
Key communication will be written by everyone with the leader in any new role. As social scientists and consultants, there are always some leaders and employees who can not or do not adopt the new vision, so there are always tough decisions from large system change initiatives. You
Copyright 2002 Dailey & O'Brien, Inc.
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