Mapping of actual processes
Observation of how teams actually work, not theoretical procedures. Channel by channel, role by role.
CRM Transformation
Align your CRM with your strategy, not the other way round
Framing, trajectory and governance to make your CRM an execution lever. From diagnosing actual usage to steering the transformation.
The situations we encounter
A disappointing CRM is rarely a tooling problem. It is almost always an alignment problem.
The CRM is seen as a reporting tool for leadership, not a working tool.
Adoption stalls: teams work around the tool and data quality degrades.
The processes configured in the tool no longer match how teams actually work.
Every department has its own view of the customer: there is no shared reference.
Change requests pile up with no clear prioritisation or decision-making.
CRM investments follow one another without anyone measuring what they change.
What we do
We address processes, data, governance and tooling together — because they fail together.
Gap analysis
Measuring the distance between business needs and the current setup: functionality, data, organisation.
Target operating model
Defining the target: roles, processes, data references, tooling. Validated with each department.
CRM roadmap
A sequenced trajectory you can adjust, with value milestones visible to the teams.
Governance
Decision bodies, prioritisation rules, data ownership, adoption tracking over time.
Deliverables
A complete steering framework, not a study that stays in a drawer.
- Process maps
- Documented gap analysis
- Target operating model
- Sequenced CRM roadmap
- Prioritised backlog, ready for execution
- Governance framework: bodies, roles, decision rules
How we work
An approach that starts in the field and ends with a durable steering framework.
Diagnosis
Interviews, observation of actual usage, data quality analysis.
Target
Operating model, priorities and trade-offs, built with the departments concerned.
Trajectory
Roadmap, prioritised backlog, measurable value milestones.
Steering
Governance in place, adoption tracking, regular adjustments.
Typical engagements
Typical situations we address.
Unification after a merger
A services group must bring together two CRM setups from different organisations. Framing aligns processes, data and governance before any tooling choice.
Reviving an underused CRM
A company in the financial sector faces stalled adoption. The diagnosis identifies the gaps between the tool and actual work; the trajectory puts usage back at the centre.
Scaling internationally
A growing company moves from local sales usage to a multi-country, multi-team setup. The target operating model structures that ramp-up.
Frequently asked questions
What leadership teams ask us before starting a transformation.
Is this a tooling project or an organisational project?
Both, and that is the central point. Technology alone does not fix a broken process or absent governance. We treat processes, data, governance and tooling as one system.
Do we need to rebuild everything?
Rarely. The diagnosis distinguishes what must be fixed, replaced or simply better governed. The trajectory systematically favours fast value over total rebuilds.
How do you measure adoption?
With usage indicators defined with you: data completeness, actual use of processes, team autonomy. Observable measures, not theoretical figures.
What is the role of our teams?
Central. The transformation belongs to your teams; we structure, challenge and hand over. No target decision is made without the people who will live with it.
Do you only work on Salesforce?
Our implementation expertise is Salesforce, but the framing is tool-independent: processes and operating model first, technology choices second.
Is your CRM more of a brake than a lever?
Let's talk about your organisation, your teams and your priorities. The rest follows.