Doug Davidoff
As a leader driving growth, you've likely encountered the term "change management" countless times, particularly around CRM implementations. But here's a provocative question: Is change management, as traditionally conceived, still relevant? More importantly, could our focus on "managing change" actually be impeding the very transformation we seek to achieve?
The Fundamental Misconception
The traditional change management playbook—creating clear visions, engaging leadership, building change teams, managing resistance—emerged from an industrial era characterized by stability punctuated by occasional change. Today's reality is inverse: we operate in an environment of constant change that requires strategic stability.
This shift exposes several critical flaws in conventional change management approaches:
1. The Isolation Fallacy
Traditional change management isolates specific changes (like CRM implementation) from their ecosystem, treating them as discrete events rather than components of continuous evolution. This artificial separation creates unnecessary resistance by highlighting the change rather than integrating it into the natural flow of business improvement.
2. The Compliance Trap
Most change management frameworks are inherently top-down and compliance-focused. They start from the premise that people are naturally resistant to change—yet this assumption crumbles when we observe how rapidly people adopt technologies that deliver clear value (consider the lightning-fast adoption of ChatGPT or the seamless transition from traditional phones to smartphones).
3. The Linear Fantasy
Traditional approaches presume a linear path from the current to the future state. This waterfall mentality conflicts with the reality that any meaningful CRM implementation will likely pivot significantly at least twice before achieving its objectives.
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A More Effective Framework
Instead of traditional change management, consider these principles for navigating CRM implementation:
1. Focus on the Business Process First
The cardinal rule: Business processes must drive technology, never the reverse. Before discussing change management, ensure you know why you're implementing a new CRM. If you're hitting all your numbers and everyone's satisfied with current processes, you likely don't have a compelling case for change. Robust CRM initiatives stem from underlying performance challenges or strategic imperatives.
2. Embrace the Three Zones of Execution
Rather than treating CRM implementation as a single change initiative, structure it around:
- Performance Zone (90 days): Focus on maintaining current performance
- Transformation Zone (3-12 months): Bridge the gap through iterative improvements
- Implementation Zone (12-36 months): Define the company you want to become
This framework acknowledges that launch isn't a finish line—it's merely the next starting line.
3. Manage Stability, Not Change
Instead of highlighting what's changing, emphasize what remains constant. Focus on:
- Core business objectives
- Key performance indicators
- Fundamental value propositions
- Essential customer relationships
This creates a stable foundation from which change can naturally evolve.
4. Leverage the Power of Scoreboard Design
Want to drive genuine adoption? Change the scoreboard. The metrics you measure shape behavior more effectively than any change management program. Design your CRM implementation around meaningful business outcomes rather than adoption metrics.
5. Automate First, Train Second
The most effective way to manage change is to eliminate the need for change entirely. Before creating elaborate training programs, ask: Can this process be automated? Can we make the new way easier than the old way? The best CRM implementations often succeed because users don't have to adopt them consciously—the system naturally integrates into their workflow.
Implementation Strategy for the Modern Environment
When implementing a new CRM:
1. Start with Context, Not Change
Instead of announcing a "change initiative," frame the CRM implementation within your broader business strategy. Help people understand the business context driving the need for enhanced systems and processes.
2. Design for Iteration
Accept that your first implementation won't be perfect—and communicate this expectation clearly. Plan for a review and relaunch cycle rather than a single "go-live" event.
3. Focus on Vector Alignment
Ensure all stakeholders understand and agree on the direction, even if the path may shift. This creates resilience when specific tactical elements need to adjust.
4. Build Experimental Culture
Rather than treating resistance as a problem to overcome, view it as valuable feedback in your experimental process. Create safe spaces for "intelligent failure" that drives learning and improvement.
The Path Forward
Modern CRM implementation isn't about managing change—it's about creating an environment where continuous improvement is the norm. Success comes not from controlling the change process but from building organizational capabilities that make change natural and intuitive.
For analytical leaders, this means shifting focus from change management protocols to system design, from compliance metrics to business outcomes, and from change resistance to vector alignment. The goal isn't to manage change but to create an organization that thrives on it.
This may seem like a subtle shift, but it's the difference between forcing adoption and fostering evolution for companies operating in today's dynamic environment. In a world where change is constant, perhaps it's time we stopped trying to manage it and instead built organizations designed to embrace it.
