CRM Selection Process: The Perils of Tossing the Keys to IT

Ever watched a movie where the hero hands the wheel to someone who really shouldn’t be driving?

Think Keanu Reeves in Speed, handing control to Sandra Bullock—it’s a bold move, but at least she knows the stakes.

When it comes to the CRM selection process, handing your project over to IT without a strategy? That’s like being in a movie with a terrorist, a runaway bus, and no brakes—and it doesn’t end well.

Michael, the owner of a fast-growing manufacturing business, has seen this movie before — his company’s first CRM attempt (shared in earlier blogs of this series) was a masterclass in assumptions, missteps, and near-disasters.

With sales booming and outdated systems bursting at the seams, Michael decides it’s time for a CRM fix. Valerie, his sister and VP of Sales, is desperate for a system that won’t crash when she opens too many tabs. Monica, the Operations Manager, just wants something—anything—that will eliminate her midnight battles with Excel.

Instead of gathering input from the team, Michael turns to Eric, the IT Director (AKA “IT Eric”), and says, “Pick the best CRM system – have it live by February’s sales kickoff.”

No goals, no input from the people who’ll actually use the system, and no strategy—just a ticking clock, a shrinking budget, and a timebomb ready to blow.

What could possibly go wrong?

This third blog, our CRM Horror Stories unpacks how well-meaning decisions (like tossing the keys to IT) can derail your CRM project—and how to avoid becoming another cautionary tale.

Because while IT is vital to the process, letting them take the wheel solo? That’s a one-way ticket to CRM disaster.

The Setup: A Company Desperate for Change

Years of rapid growth have left this family manufacturing company bursting at the seams. Valerie, the VP of Sales, feels like she’s working in the digital Stone Age, while Monica, the Operations Manager, is buried in an ever-growing web of spreadsheets. Meanwhile, IT Eric is fielding endless gripes about slow systems and missing data.

When Michael finally decides to invest in a CRM system, the team feels a wave of hope—until he hands the reins to Eric with a vague directive: “You’re the tech guy – find the best CRM system and have it up and running by February.”

The Critical Mistake: Delegating Strategy to IT

But what does the “best” CRM mean? Without a strategy, it’s a meaningless directive.

For Eric, it meant checking boxes: easy to use, integrates with Microsoft tools, cloud-based—perfect on paper. He chose Dynamics 365 Sales, a robust platform … if your primary goal is managing sales.

But here’s the problem: The company didn’t just need a CRM for sales. They needed a comprehensive solution to streamline processes across multiple departments, from sales to operations to customer service. Dynamics 365 Sales wasn’t wrong—it was just an incomplete vision– like laying a solid foundation for a house but forgetting to build the walls and roof.

This decision was just the first domino. Without defined goals or user input, and no thought given to how the CRM would fit into existing workflows, the project veered off course. Budget cuts, unrealistic timelines, and poor user adoption quickly followed.

IT’s focus on technical features overlooked a fundamental truth: a CRM isn’t just a tool; it’s a strategic asset.

And without stakeholder alignment or a business-driven strategy, that asset quickly becomes a liability.

The Chaos of the CRM Selection Process

Once IT Eric took the wheel, the CRM selection process turned into something akin to planning a wedding without consulting the bride.

Everyone had their own ideas of what the perfect system should include, but no one aligned those CRM selection criteria with actual business needs.

The Laundry List of Wants

Valerie wanted a system that was "easy to use." Michael demanded a mobile app. Monica suggested something that could "handle multiple regions and product lines."

Meanwhile, IT Eric heard "cloud-based" and ran with it. Unfortunately, none of these criteria were tied to specific business goals or measurable outcomes, leaving the team with a wish list rather than a roadmap.

The Spreadsheet Matrix Madness

In an attempt to bring order to the chaos, Eric turned the CRM selection process into a numbers game, building a 200-point spreadsheet to compare options. On paper, this looked thorough, even impressive. But in reality, it was little more than a box-checking exercise, reducing the nuances of the company’s daily operations to “Yes/No” questions. Microsoft Dynamics CRM integration was one of many criteria on the list, but without a strategy, it was just another box to tick rather than a key factor in driving business value.

After weeks of deliberation, the team landed on Dynamics 365 Sales, primarily because they were already using other Microsoft products. Did it solve the company’s core problems? No one really knew because no one had defined what those problems were.

The Budget Squeeze

Michael and Valerie set an ambitious deadline with an unrealistic budget. To meet their aggressive February sales kickoff date, the project’s scope was slashed before implementation even began. Features like reporting, quoting, and mobile functionality were bumped to "Phase 2," and the critical task of data migration was oversimplified to save time and money.

What Could Possibly Go Wrong?

Nothing says ‘famous last words’ quite like that question. Without a clear strategy, realistic timelines, or alignment on priorities, the project was doomed to deliver a system that technically worked but failed to address the company’s actual needs. Not to mention, the compromises made to hit the deadline paved the way for future problems that would come back to haunt them.

The Warning Signs Everyone Missed

Disaster rarely announces its impending arrival—it sneaks in quietly. Here’s what Michael and his team overlooked:

• No Business Alignment: Without input from the teams that use the system daily, critical workflows were overlooked, leaving sales and operations frustrated. The CRM, rather than becoming a tool for success, turned into yet another obstacle in their already chaotic day-to-day operations.
• Unrealistic Expectations: Michael wanted champagne results on a beer budget, with a timeline that wouldn’t work even if everyone worked 24/7. The team scrambled to hit an impossible deadline, which led to rushed decisions and overlooked details—perfect conditions for future headaches.
• IT’s Limited Perspective: Eric’s focus on tech specs over business workflows resulted in a system that looked impressive on paper but fell flat in practice. Sales teams struggled with tools that didn’t reflect their real-world processes, and operations found themselves constantly adapting to a system that didn’t fit their needs.

These red flags should’ve prompted a course correction, but they were ignored until it was too late. And when the cracks started to show, the team realized they hadn’t built a foundation—they’d just patched up a crumbling wall.

Lessons Learned: Avoiding the Same Mistakes

Before you curl up in a ball and swear off CRM systems forever, take a deep breath. The right CRM leadership can make all the difference. Here’s how to avoid this mess:

1. Remember: CRM is a business project, not an IT project: Involve stakeholders across departments to align the system with real-world needs. Skipping business input means your CRM project won’t deliver what your team actually needs.
2. Define "Best" based on business strategy: Knowing how to choose a CRM means focusing on business needs, not just flashy features. A shiny CRM with a million options is useless if it doesn’t address your core challenges. Will a Ferrari do you any good if you need to haul lumber? “Best” should mean solving your organization’s challenges, not checking off features you’ll never use.
3. Be realistic about budgets and timelines: Cutting essential functionality to save money is a recipe for disaster. Invest in a system that delivers long-term value. A rushed project with no contingency plan guarantees future costs will spiral out of control. Microsoft Dynamics CRM integration can streamline operations, but only if properly planned—otherwise, businesses end up with expensive tech that doesn’t fit their workflows.

These lessons may seem straightforward, but they’re the difference between a CRM that drives success and one that drives your team to frustration.

CRM Leadership: Skip the Detours Into Chaos

Success starts with a strategy. When all stakeholders are involved early on and the project is aligned with business goals, a CRM system transforms from a weight dragging down your sales team into a high-performance playbook that helps them close more deals.

Think about your own CRM project—are you aligning it with your business goals or just checking boxes? By focusing on strategy, you’re not just avoiding failure—you’re building the foundation for sustained growth, stronger customer relationships, and a team that actually wants to use the system.

Don’t let assumptions and misaligned strategies derail your CRM project. At Optrua, we help businesses align technology with their goals, ensuring smooth implementation and real results. Ready to steer your CRM toward success? Contact us today to learn how we can help.