Change management: the ultimate CRM migration guide

Setting up a new CRM such as Salesforce can be a crucial step for a business. However, the success of this transition depends largely on how you manage change with your field teams. In this article, we will explore how to do what is necessary, at each phase of the project, to maximize the adoption of the new tool by your users.

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PHASE 1 - The launch of the project: a good start

The first essential phase: The launch of the project. How to present change to managers and field teams in order to gain their buy-in and ensure a smooth transition?

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1) The prior presentation to managers

Managers play a key role in the success of any migration project. They are responsible for guiding their teams through the process.. Here are some keys to a successful presentation to managers:

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a) Give them the keys to answer the questions and concerns of their teams

Managers need to be prepared to respond to their team. They need to understand why the project is being launched, the benefits and goals of the project, but also be aware of the potential challenges. Provide them with a list of frequently asked questions and corresponding answers so that they feel confident when discussing it with their teams.

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b) Make them project promoters

Managers must be enthusiastic promoters of the project. They need to lead by example by showing their own commitment to Salesforce.. Emphasize the importance of their role in communicating the “why” of change and in creating an enabling environment for the transition.

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2) Presentation to field teams

Once managers are informed and engaged, it is time to present the project to field teams. Here's how to approach this step effectively:

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a) Explain the “why”

For field teams to adhere to the project, they need to understand wherefore This change is necessary. Highlight today's problems, such as time lost on repetitive actions. Identify unmet needs, such as the need to better track certain data. Finally, show them the possibilities and opportunities that your new CRM offers (for example, the link to a back office that was not available before).

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b) Define it “When”

Communicate the project timeline, including the various sprints and milestones. Emphasize that field teams will be involved at various points in the process, especially during the test phases. Let them understand that they will have the opportunity to give their opinion and contribute to the success of the project.

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c) Broadly address the changes

Outline the key changes Salesforce is going to make. This may include new features, such as the implementation of Products, redesigned and simplified Opportunities, and new processes. Highlight the benefits of these changes for field teams, such as simplifying tasks and streamlining processes.

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d) Describe how the changes are going to benefit them

To gain the support of field teams, Show them how Salesforce will improve their daily lives. For example, they will no longer need to go to the back office, reducing lost time. In addition, the dependence on other tools (your BI? your billing tool?) will decrease, offering a smoother work experience. Also highlight better pipeline visibility and clearer, more efficient processes.

In conclusion, launching a Salesforce migration project is a crucial step for its success. By presenting change clearly, answering questions and concerns, and highlighting the benefits for field teams, you create an environment conducive to a successful transition. Managers and field teams will play a key role in this transformation, and their commitment from the start is essential to ensure the success of the project.

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PHASE 2 - Development and testing: continuing to build confidence

After a successful project start, it is time to start implementing. These steps are critical to ensure that your transition is smooth and that your field teams are ready to embrace change.

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1) Communications during development

Development is a time when communication will not be as intensive as at other stages of the project. However, it is crucial to maintain commitment and enthusiasm around the project. Here's how to approach this period:

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a) Communicate regularly on the timeline

The main emphasis should be on regularly communicating the progress of the project. It is important to provide updates on the project timeline, highlighting elements such as the progress of the sprints. However, it is advisable not to go into too much technical detail to avoid overwhelming teams. For example, provide updates during weekly team meetings. A bimonthly or monthly rhythm is generally sufficient, depending on the duration of the project.

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b) Present the results of the user tests

If user tests have recently taken place, share the results with the teams. This can help build confidence in the success of the project. Regular meetings with teams are the perfect opportunity to discuss results and adjustments made accordingly. Take the opportunity to create excitement around the project: present some concrete cases of new functionalities already implemented, which can have a big operational impact for users.

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2) Test sessions

The testing phase is critical to gather information and start building a user base who will become ambassadors for the project. Here's how to select the right profiles and organize test sessions:

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a) Profile selection

Choose users who are sufficiently committed to the company, and to the project. Give preference to senior users who have a good knowledge of internal processes, their strengths and weaknesses, as well as development needs. Look for people with a “process vision” who are able to propose ideas and provide food for thought throughout the project.

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💡 Ideally, select people who are used to being early adopters of any type of tool in their professional or personal lives

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b) Organization of test sessions

Test sessions must be collective, but each team should test the same processes: don't organize a joint session for your SDRs and EAs. Prefer the organization of 2 separate sessions.

Conduct test sessions at each development iteration, involving the same people every time. This will allow testers to see the evolution of the project and gain confidence in its success. They will become your ambassadors to other users at launch, and will be able to advocate on your behalf in case of concerns or discontent.

Bring all the testers together in a common room with the project team. Allow plenty of time, often at least 2 hours per session

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c) Preparing your session: the “test book”

The success of a test session lies in one and only factor: its preparation.

The “test books” will be the ideal medium: they must explain very precisely the processes to be tested, step by step, click by click. Use an Excel format, for example, with one step per line.

Remember one thing when preparing them: the tests should not only check what is supposed to work, but also what is supposed to not be possible ! Prepare scenarios to verify this.

Also, prepare a space in the test book so that the testers can enter their feedback at each stage: what worked or not, what did they like more or not (e.g.: process that was too cumbersome), etc.

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d) Preparing your session: the sandbox

Make sure your sandbox is ready for testing. This includes creating user accounts, creating records such as accounts and contacts, etc.

Otherwise your testers will be lost and will waste time creating elements that have no added value. Remember that you need to provide them with the best possible experience for them to become your ambassadors.

In conclusion, the development phase and the testing phases are crucial steps in the Salesforce migration process. Regular communication, careful selection of testers, and careful preparation of test materials are essential to ensure a successful transition. These steps will also build a solid base of project ambassadors who will help promote change within the organization before the official launch.

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PHASE 3 - Enablenment: Preparing teams

The Enabling phase is crucial to prepare teams for the adoption of the new tool. This phase can usually be started in the few weeks leading up to Go Live. Here are the key steps to successfully complete this phase:

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1) Individual asynchronous training

To start, set up individual asynchronous training courses of a theoretical nature. In order to make training more interactive, if possible, use an LMS (Learning Management System) such as 360Learning. If this is not possible, formats such as Notion or slide presentations can also be used. Include assessment quizzes to check learners' comprehension.

💡 A perfect example of this type of training is what Salesforce itself offers with its Trailhead platform

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Create training modules on topics such as:

• New vocabulary (for example, if you switch from Hubspot to Salesforce, the term “deal” becomes “opportunity”)
• The new interfaces with before-and-after comparisons
• The new processes

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2) Measurement and Gamification

Define deadlines for the validation of the various modules, with a precise schedule. Monitor progress on a daily basis and report any delays to managers. Give them the responsibility to ensure that all training courses are completed by their teams.

Set up a gamification system to stimulate participation. Reward the first individuals to complete all the modules, and the first teams to complete all the courses. Rewards, such as a budget for a fun team dinner, can motivate participants.

Feel free to escalate if delays persist. A director can intervene directly, in a more authoritarian manner if necessary, to ensure that everyone follows the courses. The objective must be to see 100% of the training courses validated by 100% of the teams, otherwise the success of the transition may be compromised.

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3) Face-to-face group training

The objective of face-to-face group training is to put into practice the knowledge acquired during theoretical training courses. These sessions take place on a Salesforce sandbox environment, and are organized with groups of up to 10 people, in order to allow for close follow-up.

Prepare detailed paths that simulate daily team processes. It is an opportunity to collect the latest feedback, to detect the latest bugs and to reassure the teams. Each team needs to go through this phase to make sure they are ready for Go Live.

In conclusion, the Enancement phase is essential to prepare teams for the successful adoption of Salesforce. By combining individual theoretical training, progress measurement, gamification, and practical face-to-face training, you ensure that teams are ready to use the new tool confidently and effectively.

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PHASE 4 - The Go live: Ensuring a smooth transition

The Go Live phase marks the crucial stage in Salesforce migration, where the transition becomes a reality. This is a delicate period, as it can cause concerns and challenges for field teams. Here's how to ensure a smooth transition before and after effective migration.

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1) Go Live planning

One of the essential first steps in planning Go Live is choosing a suitable time period. As much as possible, avoid launching the migration during a period of high sales activity or when there are lots of tickets for support teams. A quiet period in business is best to minimize potential disruptions.

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2) D-7: Meeting with Managers

About a week before Go Live, organize a presentation meeting with the managers. Here are the key points to discuss during this meeting:

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a) Explain the chronology of events

Provide a detailed timeline of events that will take place during Go Live. Clarify steps and deadlines so managers fully understand what will happen.

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b) Reassure!

Reassure managers so that they can in turn reassure their teams. Emphasize the importance of their role as sponsors of change, regardless of their personal views on migration.

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c) Take the questions

Encourage managers to ask questions and express concerns. This will allow you to better prepare the presentation to the field teams and to respond proactively to these points.

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d) Transparency and solidarity

Play the transparency card by explaining that everyone is in the same boat. Assure managers that you are listening to them and that taking their feedback into account is an absolute priority for you.

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3) D-2 or 3: General presentation to the field teams

A few days before Go Live, organize a general presentation, with all the members of the departments impacted by the migration. Here's what you need to do:

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a) Explain the changes in detail

Cover everything that's going to change with Salesforce. Clarify points that could cause concern (”How do I find my current transactions” for a sales for example). Reassure users by explaining how they will find their data. Present the exact course of the events to come in the coming days.

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b) Present the stand

Show what support is available during and thereafter The Go Live. Reassure yourself that you are available to help and correct any possible bugs. Explain the process : for example, a centralized Slack channel for requests, bugs, etc. Emphasize the importance of centralization, for better visibility and for better management of priorities.

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c) Recall what is expected of teams

Manual actions on the part of the teams may be necessary, such as:

• Close your last tickets for a support team
• Save non-migratable items (text snippet)

Remember to recall the list of these actions during the presentation. Delegate responsibility for ensuring that these actions have been completed to the manager.

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4) D-Day: Migration during a non-working period

On the day of Go Live, Perform the migration during A non-working period to minimize disruptions. Depending on the size of the project, it is often a good idea to choose a weekend rather than an evening to ensure a smooth transition.

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5) D+1: Meeting with field teams

On the first day after the migration, meet again with the field teams before they take up their posts. Here's what you need to address:

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a) Reassure again

Reassure the teams explaining that the migration was successful. Focus on the fact that everything went well.

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b) Manage potential problems

Explain what didn't steps worked, if at all, and what impact it could have on their work. Also present your action plan to resolve issues quickly.

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c) Support process

Recall the support process again to report needs, bugs, etc. Emphasize the importance of centralize these requests in the channel designated for effective management.

In conclusion, the Go Live phase is a critical step in migrating to Salesforce. La transparent communication, the supportive To managers And to field teams, as well as a careful planning are essential to ensure a smooth transition. By following these steps, you can minimize disruptions and promote the successful adoption of the solution within your organization.

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PHASE 5 - Hypercare - Provide Ongoing support

The Hypercare phase is the last step in the migration, but not the least. Its objective is to offer a ongoing support to the teams. During this period of 4 to 6 weeks, the project team is fully committed to meeting the needs of users and resolving potential problems. Here are the essential elements of a well-managed Hypercare phase:

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1) “Walk-In” slots for Teams

First of all, it is important to provide “walk-in” slots where teams can come and ask questions live. These hotlines must be held by a member of the project team. At first, open a full day hotline. This length of time may be gradually reduced as needs decrease.

In addition, consider provide a solution for remote team members, such as a virtual meeting room that is open all the time, to ensure equitable support.

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2) Meetings with Managers

Les regular meetings with managers are also a vital aspect of Hypercare. Organize these meetings twice a week, or more frequently if needed, to discuss project progress and potential issues.

It is essential to maintain a total transparency by providing reports on the status of the project and by reassuring managers that everything is under control.

Listen to their feedback and take their feedback into account for better understand the situation on the ground.

Present the roadmap to explain which requests will be taken into account immediately and which will be the subject of future developments, explaining the reasons behind each decision.

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3) Setting up a csupport channel

One dedicated support system is a valuable tool during Hypercare. Choose a tool that allows direct communication (such as Slack or Teams for example), rather than a ticketing tool, which could give the feeling of “not being able to speak directly to the project team”, and create frustration.

This channel will allow users to quickly report issues and receive quick responses. Always bring a Fastest response possible, even if it is simply to indicate that the problem is under review.

Give clear instructions on how to submit a request:

• Attach links to problem records
• Include screenshots
• Copy and paste error messages

Also, use this channel to proactively communicate about major issues encountered, providing updates on the resolution and informing when the issue is resolved.

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4) Measure satisfaction

La Satisfaction measurement of users is an essential component of Hypercare.

Ask teams to fill out a questionnaire every week to assess their overall satisfaction with the tool.

Include a free text field to gather specific feedback.

Also, keep an eye on the number of tickets. created daily in the Slack channel. The aim is to see this number decrease significantly over the weeks, which would indicate an improvement in the situation.

Communicate regularly on the evolution of satisfaction and the number of tickets, to reassure users that things are progressing in the right direction.

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5) Preparation of the long-term roadmap and Product Management

Finally, it is important to prepare the long-term roadmap for Salesforce development.

Record any requests that are not developed during the first few weeks in the Roadmap backlog. Communicate to teams that their needs are accounted for, even if they are not implemented immediately, to make them feel heard.

In addition, communicate about the future long-term management process of the platform, which could be inspired by product management practices (Sprints, user stories,... This will be the subject of a future article). This will ensure that the platform evolves in a way that is aligned with business needs.

In conclusion, the Hypercare phase is a critical period to guarantee a smooth transition And a ongoing support after Salesforce Go Live. By providing a responsive support, in measuring user satisfaction And in preparing the long-term roadmap, you contribute to strengthening teams' confidence in the new tool and ensuring the continued success of the migration.

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Conclusion

A CRM migration is often a major project in the life of a company, because it affects the ability to operate of a large part of the teams (all the client facing teams).

Although a good technical implementation is obviously important, change management should not become the poor parent of this type of project. Underinvesting in this part of the project can very often be a make or break.

In summary, to gain a bit more insight into the very operational steps detailed in this article, here are the 4 points you should keep in mind at all times during the project:

• Communicate, communicate, communicate : overcommunication does not exist in change management. Never be afraid to repeat the same information once, twice, or three times. Rest assured that not repeating will inevitably lead to some people missing out on key information.
• Reassure constantly : psychology plays an important role in this kind of period. We trust a team that tells us that things will go well. And when things go wrong, you trust those who have a plan to make things good again.
• Be transparent : in connection with the previous point, never hide the truth. We forgive you for having failed. We cannot forgive not having been transparent about the status of a project. Celebrate your successes, but don't minimize your failures. Generate empathy instead of distrust.
• Plan : the key to the success of successful change management lies in its preparation. Writing good test books takes time. Preparing presentations to communicate the right messages takes time. Preparing good training takes time. Don't overlook the time you need to devote to these tasks. Have a clear schedule of everything that needs to happen, and when. Be laser. Leave no room for chance and improvisation.

Whatever steps you choose to keep, adapt, or remove from this article, keep these 4 pillars in mind, and you will be assured of successful change management for your migration project!

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