- Intégrer les utilisateurs "champions" dans le projet de mise en place du CRM : atelier de prise du besoin, sessions de test et formation du reste de l'équipe par les champions - Surcommuniquer : à toutes les étapes du process : kick off au lancement, report régulier d'avancement, point pré-lancement, points réguliers suite au lancement pour assurer le suivi ... - Embarquer les managers en leur faisant sponsoriser le projet auprès des équipes - Mettre en place une stratégie "d'hypercare" au lancement : présence sur site, ticketing interne, présentations quotidiennes, réponse et prise en compte des demandes le plus rapide possible - Avoir une roadmap pour le long terme avec toutes les demandes ne pouvant être prise en compte immédiatement

All rollouts of new software generally runs in to critics within the organization. I have found the best way to deal with any issues is -renewed training -take the time to listen to issues and work to resolve them ( usually more training) -Be patient there is a learning curve in most software launches

To make new CRM fruitful and easy to the team. We should work with the sales team , understand the challenges and solve upfront, show by example how it simplifies their life on their day to day activities (call, visit, arrange meetings..) and display how the CRM structured and helps their future activities, and monitor their results or KPI’s.

To ease CRM resistance, it helps to show the team that you’re prioritizing their workflow and success. Here’s how: Listen and Acknowledge Concerns: Start with an open conversation about their specific hesitations. Highlight Practical Benefits: Show them how the new CRM can directly help with tasks they find time-consuming, like follow-ups and lead management. Involve Them Early: Bring a few key team members in as "test drivers" to gather their insights and get their buy-in. Offer Simple Training: Ensure training is practical and tailored to their needs so they feel comfortable and equipped.