Integrating Change Management with Software Document Relationship Management

The author describes his path into and out of leading a large veterinary referral practice, and reflects on the challenges and rewards of leadership. Moving into a leadership role generally requires development of new skills and insight, and may mean old roles have to be passed on. The value of skills transferable from the clinic, such as listening, questioning, problem solving and trusting, are highlighted. The demands of task management, relationship management, external networking and change management are discussed. Reflecting from outside of the role, the importance of leadership development, self-care, daring, personal growth and change are acknowledged.

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Minimising Risk—The Application of Kotter’s Change Management Model on Customer Relationship Management Systems: A Case Study

Journal of Risk and Financial Management ◽

10.3390/jrfm14100496 ◽

2021 ◽

Vol 14 (10) ◽

pp. 496

Author(s):

Danny Sittrop ◽

Cheryl Crosthwaite

Keyword(s):

Change Management ◽

Customer Relationship Management ◽

Change Process ◽

Research Question ◽

Relationship Management ◽

Customer Relationship ◽

Management Model ◽

Change Model ◽

Crm System

Implementing a Customer Relationship Management (CRM) system requires significant consideration with respect to change management and the associated business risks. This paper describes how to best achieve the change goal and minimize these risks. The research question under investigation is: “How can Kotter’s change management model be used effectively to enhance the value and utilisation of a CRM system”. Kotter’s eight-stage change model is the adopted change model used by the organisation under study. As business intelligence (BI) is a growing field within industry and academia alike, limited substantive research has been done regarding how to manage the change process itself within a BI project. Often research either focuses on the technical development (e.g., agile methodology) or the change process from a holistic perspective. However, both are needed to effectively manage the risk of failure. The research design for this study was that of a single organisation case study. The research questions were addressed by using a deductive research style. To allow for multiple perspectives and triangulation of the data, a mixed-methods approach (Quant + QUAL) was used. Outcomes of the research showed that whilst there was some success in the implementation of Kotter’s change model, it could have been significantly improved if the competencies identified in this research were considered and incorporated prior and during the change journey. Building on Kotter’s classic work with change management, this research fills the gap by describing the pertinent competencies required in managing the change process, identifying common pitfalls and investigating the common threads between the ‘data to outcome’ process and the change management process to better mitigate the risk This paper adds value to current change literature/models by defining and describing the importance of these competencies when embarking on a change program related to BI tools and systems and how these competencies are incorporated into Kotter’s model.

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Participatief leidinggeven aan organisatieverandering; een onderzoek rond de implementatie van Customer Relationship Management

Gedrag & Organisatie ◽

10.5117/2005.018.002.004 ◽

2005 ◽

Vol 18 (2) ◽

Author(s):

Jelle T. Bouma ◽

Ben J.M. Emans

Keyword(s):

Organizational Change ◽

Change Management ◽

Customer Relationship Management ◽

Relationship Management ◽

Positive Influence ◽

Customer Relationship ◽

Successful Implementation ◽

Negative Consequences ◽

Local Conditions

Participative change management: a case study of the implementation of Customer Relationship Management Participative change management: a case study of the implementation of Customer Relationship Management Jelle T. Bouma & Ben J.M. Emans, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 122-138 Participative change management is supposed to enhance employees' acceptance of intended changes and thus to contribute to their successful implementation. In a more refined view, it is hypothesized that additional mediating factors play a role in the relationship between participative leadership and successful organizational change. Among them are positive (success enhancing) factors, such as employees' understanding of the goal of intended changes and the fit of organizational change with local conditions on the one hand, and negative (success reducing) factors, such as stress and conflict, on the other. This view has been tested in a survey among 118 insurance employees, involved in a change process concerning the implementation of Customer Relationship Management (CRM). Results indicate an overall positive influence of participation. However, the hypothesized negative consequences did not occur. A possible explanation could be that the level of participation in the organization under study was rather low, that is, not surpassing the level of 'being informed', whereas negative participation effects may result only at high levels of participation ('being consulted' levels and higher).

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