“Why CRM Fails & How to Fix It”

Although I agree with most of the highlighted challenges in the article (“Why CRM Fails & How to Fix It” By Stan Maklan, Simon Knox & Joe Peppard, MIT Sloan Management Review, Summer 2011 Vol. 52 No. 4), however I would like to highlight that large size & complex enterprise change initiatives are very risky by nature. The failure rate in such cases is relatively high across all functional areas which is not limited to the CRM, The same is applicable in case of ERP programs, Banking Automation programs, Supply Chain programs, etc. which is causing a major challenge to most of the organizations who are planning to peruse such initiatives. The listed reasons for failure are more or less common across such change programs and are well known to all organizations, vendors, consultants at least for the past couple of decades.

The problem is very complex and the results are very risky because of the internal and external pressure to change which will require lots of effort, dedication & investment without losing focus on the organization daily business, customers demand for superior services and the market competition.

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