Case Studies

Model of Continuous Improvement Drives Change

Initiating a new way of working focussed on continuous improvement

One of Australia’s large telecommunications companies was faced with decommissioning its CRM system that was coming to the end of its lifespan. Salesforce CRM was to become their new platform and single source of truth to house their enterprise-wide customer data.

The move to Salesforce CRM was a sizeable one. Firstly, several years of historical data needed to be migrated, and secondly, the way people interacted with and used the CRM would change considerably. The old CRM was not customisable at an administrator or end-user level. The Salesforce CRM was to give its end users the ability to manage and tailor their CRM interface, customise business intelligence and create workflows, and no longer rely on manual workarounds. At a system administrator level, workflow and process changes were now easy to implement.

What did Terra Firma do?

Due to the significance of the changes for the business and its staff, we were asked to provide Organisational Change Management services to ensure the new ways of working were taken up by staff and embedded into business as usual processes. Our scope was to ensure the project had a sound Change Management Strategy and to align all change activities to that strategy. This included in-depth stakeholder analysis and engagement; impact analysis across people, process and technology; and the implementation of a Change Agent network to support the business pre and post ‘go live’.

In the early stages of our engagement, the need to conduct an assessment of the viability of the project’s capacity to deliver user stories and requirements within the project timeframes was clear, and the review revealed a misalignment between the two. As a result of our assessment and recommendations, the project was re-scoped, project deliverables re-prioritised and a critical path developed in line with this discovery.

The business identified that a continuous improvement program was required to keep the CRM capability relevant through process improvements, changes to the CRM technology and the competencies of its people. This in itself was a paradigm shift in how staff worked, with a move away from being solely process and task focussed towards being more creative in problem-solving and in how process improvements are identified.

We applied a creative approach to how we would engage staff and get them on board, leveraging other organisational-wide programs to increase the interest and buy-in; creating a Change Agent network to support the changes; and building relationships with the influencers within the business to champion and model the new behaviours.

Client Outcomes

The project was a success on many levels. The technology change to the Salesforce CRM was delivered on time and under budget as well as achieving the behavioural changes around using the CRM that they had hoped for.

The key outcomes for the client included:

  • Greatly improved data quality, reporting, and analytic capability.
  • Dashboard reporting user-interface with real-time data.
  • Reduced time to process a customer complaint, from upwards of 20 minutes down to three minutes per record – a significant time and cost saving.
  • CRM accessible through ‘Bring Your Own Device’ and not just through desktop PCs.
  • Ability to monitor compliance reporting and communications with customers, both requirements were auditable and determined by ACCC.

The project was a huge success and, proudly, one of our Terra Firma consultants was awarded the Quarterly Business Unit Award in recognition of their efforts.