Product details

The implementation of a new CRM (customer relationship management) system within a small and medium-sized organization derails at an unexpected speed. Initially, the project seemed to be promising, but the sales team is not using the software in daily business. They show more or less 'silent' resistance. Although the implementation seems to be the big issue here, it is only superficial. There are several other more interesting issues below the surface. The consultant, Rebekka, is new in her management role and now struggling with the transition, a similar struggle as Hans, who is not filling the role of the head of a sales department, on the client side. Rebekka cannot see, or neglects, the soft aspects of such a project and is surprised by the dynamics of the system, without being able to see and solve the issues herself. The pressure on Rebekka is furthered by Thomas, the clients' vice president, an important stakeholder, who makes her responsible for the success or failure of the project, which might affect her first performance review. She is now seeking advice from her mentor, hoping to get an idea about what to do next.