Tips for Your IT-Enabled CRM Global Transformation Project

  • by Peter Grottendieck, Senior Manager, Deloitte Consulting LLP
  • Sharmila George, Manager, Deloitte Consulting LLP
  • February 13, 2013
Management
Stay current with definitions and methods for running SAP CRM projects by learning about success factors and lessons gathered from numerous projects that you can translate into relevant considerations for your organization. Discover techniques for strategy definition, program phases and tasks, business and IT considerations, change management, and finance and risk management that you can apply to your next SAP CRM project.
Key Concept

Compared to SAP CRM projects in the past, when the main purpose was to introduce a better way of capturing data, today SAP CRM projects can be a lever to deliver business and operational benefits. The projects are IT-enabled global SAP CRM transformation projects rather than simply IT projects, and they can transform your organization, your business processes, and the way you interact in the market.

Today, news about unsuccessful IT projects fills the headlines of IT and business publications. One of the main reasons for these failures can be that projects often emphasize the technology dimension, while the business and organizational dimension are not considered. The challenges of internationalization, competition, and cost pressures incurred by new business processes and changes in the organization can lead to friction and productivity loss. You can overcome these challenges with more efficient processes that will help your organization attain higher flexibility.

In this article, we focus on aspects of an SAP CRM implementation in both IT and non-IT dimensions, evaluating and presenting success factors and lessons learned from various projects for your consideration.

The Problem Defined

Major challenges managements face when embarking on IT projects generally can be:

  • Obtaining approval and funding
  • Lack of engagement from the business in important activities such as requirements gathering, testing, and training
  • The solution may not be fully used after implementation or does not meet “real” business needs

Peter Grottendieck

Peter Grottendieck, Senior Manager at Deloitte Consulting LLP in Atlanta, Georgia, helps clients leverage IT as an enabler for mergers and acquisitions and restructuring using SAP technology. He has deep expertise in serving global clients, driving business transformations, creating enterprise value by focusing on improving standardization of processes and systems, and enabling an integrated and consolidated approach across organizations and locations. Peter has managed projects on five continents and is well versed with the cultural and technical challenges of large and complex transformation programs. He has an MBA from St. Gallen University in Switzerland.

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Sharmila George

Sharmila George, Manager at Deloitte Consulting LLP in Dallas, Texas, provides technology advisory and project-related services. In her 12 years of SAP experience, she has managed multi-cultural and continent-spanning teams during a wide range of assignments, from IT strategy to business process design, roll-out, and service delivery management. Sharmila has an MBA from Baylor University in Texas.

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