Case Studies in Knowledge Management

Implementing Knowledge-Enabled CRM Strategy in a Large Company 277

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In light of the case study’s findings, one concludes that before launching a KCRM
program, there should be a clear understanding of why it is being used, and then focusing
on the strategy not technology. One needs to make sure the KM strategy is well defined
and well understood before looking at software to implement it. This also means changing
long-established business processes and culture.
To conclude, the KCRM initiative at GTCOM was overpromised but underdelivered.
Several factors contributed to this failure; paramount among these is the adoption of
KCRM as an ICT solution, not a business strategy. The KCRM program at GTCOM
proved to be a good case of bad implementation.

LESSONS LEARNED

1. KCRM strategy needs to be enabled, rather than driven, by technology. In order
   to keep KCRM projects business-driven rather than technology-driven, and to
   reduce employees’ resistance to change and secure a successful buy-in of KCRM
   projects from end-users, it seems that it would be better to have knowledge/power
   users champion KCRM projects, alongside active involvement, support, and
   participation from senior management levels, as well as IT managers.


2. Corporate-wide knowledge-sharing culture should prevail to facilitate implemen-
   tation of KCRM strategies.


3. Long-term financial performance cannot be secured if customers’ expectations are
   not being met with satisfactory experiences.


4. High quality of data guarantees accuracy and efficiency of KCRM reports.


5. Clear and prioritized identification of business requirements need to be prepared
   before deciding on the KCRM technology.


6. Effective management of end-user training programs (EUT) offered to the right
   people at the right time for the right duration is essential to the KCRM program.


7. Continued commitment from top management is essential to the success of KCRM
   programs.


8. Streamlining work flow processes is as important as adoption of advanced KCRM
   technologies for the success of KCRM programs.


9. A stovepipe structure with multiple silos hinders business integration, interdepart-
   mental communication, and full realization of KCRM benefits.


10. Resistance to change poses a threat to KCRM problems. It seems that having
    knowledge/power users champion KCRM projects, alongside active involvement,
    support, and participation from senior management and IT managers, help in
    reducing employees’ resistance to change, securing a successful buy-in from end-
    users, and keeping the project business-driven rather than technology driven.


11. Documentation of knowledge gained throughout the KCRM development process,
    for example, selection, planning, budgeting, scheduling, implementation, position-
    ing, monitoring, challenges faced, lessons learned, future prospects, and so forth,
    and making this knowledge available possibly through Web-based platform/
    portal, e.g., knowledge repository, and distribution of this knowledge to all
    concerned parties (sales, marketing, customer services, IT, as well as senior
    management) help organizations learn and benefit from their past memories in
    future projects.