A leading events company was facing significant obstacles with its CRM projects. Despite substantial investments, the company was not realising the full benefits of its CRM systems, impacting both customer experience and revenue growth. Projects were hindered by inconsistent delivery practices, a lack of standardised governance, and varying levels of CRM adoption across different market units. The fragmented nature of the company's structure meant that technologies were used differently from one unit to another, creating inefficiencies and a lack of cohesion. There was no unified vision for CRM, no standardised best practices, and an inconsistent approach to technology utilisation.
To address these challenges, a comprehensive strategy was developed to transform the CRM estate. The approach included rationalizing a complex portfolio of over 20 projects into a unified, coherent program and implementing a structured global delivery framework. This new model encompassed five major global releases, supported by enhanced steering and governance mechanisms. The project team worked collaboratively to establish a clear, aligned vision for CRM that resonated with both customers and internal teams. Additionally, a new structured Agile delivery approach and improved release management capability were introduced to streamline project execution.
- Successful delivery, of previously struggling projects, ensuring they met objectives and contributed to overall success.
- An aligned vision for CRM, creating a clear and unified direction that improved focus and engagement across teams.
- Enhanced effectiveness of the programme delivery team, which began to employ best practices and operate with greater efficiency.
- Globally consistent structures and processes, facilitating a unified user experience and better integration across market units.
- Improved reporting and insight capabilities, providing enhanced data analysis and decision-making power to support strategic initiatives.
