Although companies are working hard to implement powerful CRM solutions, more than 47% consider the implementation of their solution to be a failure.  Why such a low success rate even when these companies choose the right solution and implement it by following all the recommended steps?

The problem stems mostly from the misidentification of objectives and grows even more because many companies fail to analyze the maturity of their internal processes before launching their implementation.

The Capability Maturity Model (CMM) makes it possible to understand where your organization and processes stand in comparison to the CRM and allows you to pinpoint the objectives of your CRM implementation project.

The concept of maturity

The term “maturity” refers to the degree of formality and optimization of processes, starting from the ad hoc practices, to the processes that are in a continual optimization phase. As presented at our recent seminar with Collaborate Canada, maturity is defined as follows:

« A maturity model is a set of structured levels that describe the extent to which a company’s behaviors, practices, and processes can reliably produce and reproduce desired actions and results, regardless of the individual being assigned to a specific task.  »

The maturity matrix, enables a company to evaluate the stages at which each process is found, this will allow companies to emphasize the optimization of each phase.

5 phases of maturity

The maturity analysis model has 5 phases, placing each of your business processes at different stages depending on whether they meet all the criteria required to complete de previous stage. Examples of the use of the matrix will be found further into this article.

Your processes have not all reached the same level of maturity. It is therefore essential to prioritize the optimization of those that are key to the proper functioning of your business.

These 5 phases are:

1. The initial or chaotic phase

At this point, the process is done without any substantial method. It is poorly documented and is determined by the individuals who are heroically initiating the process.  The implementation is unpredictable, difficult to repeat and is subject to change should the individual it depends on leave the company.

Key indicator:

  • To understand a process, you must interrogate the individual operating it.

2. The repeatable phase

At this point, the processes can be repeated in a way that will generate predictable and coherent results. Thus, the company no longer relies on a single individual and the risks are reduced.  Since the process has been poorly documented and despite some sharing of know-how within the company, it remains unlikely that it will be applied rigorously.

Key indicators:

  • The same tasks can be executed in a similar manner by many employees.
  • The know how remains undocumented

3. The established phase

Once this phase has been reached, the execution of the process is documented and no longer relies on individuals. Standardizing an execution throughout the workplace, will enable the company to own this process and greatly reduce the risks.

Key indicators:

  • Your processes are documented
  • This documentation evolves little with time
  • We assume these processes will be efficient while having no data to back up or justify our expectations

4. Command phase

This fourth phase is defined by the implementation of tests used to measure the efficiency of the process. Performance data is collected and analyzed ensuring a stable and continuous improvement in the company’s business methods.

Key indicators:

  • Performance reports are produced on a regular basis
  • The processes are improved accordingly to reflect the recommendations given by these reports
  • The improvement of these processes depends on the decisions made by the management

5. Optimization phase

In this last phase, the process is constantly monitored and optimized based on the feedback received. Its optimization can be automated or come from various stakeholders involved in its implementation. The company has full command of the processes’ tasks.

Key indicators:

  • The process efficiency improves constantly
  • Certain processes are automated
  • Patches are systematically applied according to the performance of various factors implied
  • The optimization decisions are based on proven data

 

This matrix is a simple visualization of the maturity a company reaches at any given moment. Our next article, will explain how to use this tool to plan an effective CRM implementation that is pertinent to the needs of your company.

Evaluating the maturity of the processes, is at the core of the implementation methods used by XRM Vision advisors. Our team ensures that Dynamics 365 solution is tailored to your business needs and evolves with them.