Adopting a New CRM Platform 

 Challenge 

 Two years ago , the largest division within a major financial institution migrated CRM platforms from   Oracle to Salesforce . The migration was conducted as a “ lift and shift ” . It did not adequately account for   the divergent needs of all user communities – approximately 1,000 users , 8 distinct areas , 25   stakeholder groups . The result was a lack of user adoption , thus , a stagnant customer experience . The   division ’s leadership strongly believed opportunities existed to improve the use and utility of Salesforce . 

 Selection 

 Storytelling was selected as the tool of choice . The group responsible for the Oracle to Salesforce   migration appeared to have neglected their customer – the employees ( impacted users ) . The “ what ’s in   it for me ” was not established . We needed to know the users , and how they experience the CRM , to   develop a story / value proposition designed for them . 

 Furthermore , we needed to shift users ’ mindset to that of a “ prepared mind ” . We hypothesized that   users ’ mindsets were narrowly focused on operational / business as usual activities that had been   engrained due to the firm ’s risk adverse culture . Users ’ repertoires were largely limited to their specific   function and they did not have a strong grasp on where they fit in the customer journey or how and to   whom information and insights should flow . Customer empathy was not an organization priority and   therefore not a priority of the employees . 

 Application 

 Establishing the “ what ’s in it for me ” is personal . For smaller scale efforts , conversations with each   impacted individual can be valuable . In this situation however , the scale ( and timeline and budget ) did   not allow for that approach . Instead , we focused on user groups the business determined to have the   greatest impact on CX . We met with leadership from those groups to understand the “ what is ” , the   desired mindset and behaviors of their employees , and the value to be delivered to customers . We   conducted workshops with users to understand their perspective from big picture ( why move to   Salesforce , as a firm , what CX are we trying to provide ? ) through to individual impact ( what is expected   of me as a result of moving to Salesforce , how do I bridge my ability gaps ? ) . In the workshops , we   identified individual influencers within the user groups – employees that colleagues emulate or go to for   help ( not a HiPPO ) . We conducted interviews with each influencer , getting a “ behind the curtain ” view   of the environment and testing some of our initial storytelling points . 

 With the information in hand , we designed a layered communications campaign comprised of multiple   stories . We began with the strategic purpose and objectives of the CRM migration which was   communicated by business leaders to the user population . The story was then carried on by the user   group leaders who covered the tactical aspects / changes specific to the user group . The user group   leaders met one - on - one with their team members to deliver a personalized value proposition and to   solicit feedback on how to improve CRM adoption and CX . Additionally , the influencers championed   change within their respective groups and formed a coalition to exchange practices . 

 Results of the communications campaign were measured by surveying the user population ’s   understanding of the CRM change from both a business and personal perspective . The scores were   overwhelmingly positive on both fronts . However , the true measure of overall effectiveness will be   improved NPS and CX scores which , as of now , have not been collected . 

 Insights 

 There can be a multitude of underlying factors to be aware of when storytelling in the context of having   employees embrace and adopt a change . In this situation , I found organizational culture and alignment   as factors that needed to be carefully navigated . An organization known for strict risk management now   wanting employees to share data and insights across functions and create new ways of delivering value   to the customer was met with skepticism . Alignment manifested itself in two ways . First , leadership   must be aligned , communicating consistent messaging . Second , enabling factors and performance   management must be aligned to how the business wants employees to change . With regards to   enabling factors its addressing skill gaps , tailoring processes , and empowering front - line employees to   make decisions . In terms of performance management , its a program that clearly articulates   expectations and incentivizes desired employee performance and behavior ( or disincentivizes the   contrary ) . 

 Approach 

 You get one shot to tell a compelling story . The audience either buys in or does n’t , and they usually   do n’t offer a second chance . In this situation , I would ’ve spent more time developing the story for why   storytelling is so important ! Facing a tight timeframe , a lengthy discovery stage and communicating   what some in the organization already thought was clearly articulated and universally known ( which   obviously was n’t given the challenge they sought to remedy ) was not viewed as a top priority ( “ show me   results already ! ” ) . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Adopting a New CRM Platform 

 Challenge 

 Two years ago , the largest division within a major financial institution migrated CRM platforms from   Oracle to Salesforce . The migration was conducted as a “ lift and shift ” . It did not adequately account for   the divergent needs of all user communities – approximately 1,000 users , 8 distinct areas , 25   stakeholder groups . The result was a lack of user adoption , thus , a stagnant customer experience . The   division ’s leadership strongly believed opportunities existed to improve the use and utility of Salesforce . 

 Selection 

 Storytelling was selected as the tool of choice . The group responsible for the Oracle to Salesforce   migration appeared to have neglected their customer – the employees ( impacted users ) . The “ what ’s in   it for me ” was not established . We needed to know the users , and how they experience the CRM , to   develop a story / value proposition designed for them . 

 Furthermore , we needed to shift users ’ mindset to that of a “ prepared mind ” . We hypothesized that   users ’ mindsets were narrowly focused on operational / business as usual activities that had been   engrained due to the firm ’s risk adverse culture . Users ’ repertoires were largely limited to their specific   function and they did not have a strong grasp on where they fit in the customer journey or how and to   whom information and insights should flow . Customer empathy was not an organization priority and   therefore not a priority of the employees . 

 Application 

 Establishing the “ what ’s in it for me ” is personal . For smaller scale efforts , conversations with each   impacted individual can be valuable . In this situation however , the scale ( and timeline and budget ) did   not allow for that approach . Instead , we focused on user groups the business determined to have the   greatest impact on CX . We met with leadership from those groups to understand the “ what is ” , the   desired mindset and behaviors of their employees , and the value to be delivered to customers . We   conducted workshops with users to understand their perspective from big picture ( why move to   Salesforce , as a firm , what CX are we trying to provide ? ) through to individual impact ( what is expected   of me as a result of moving to Salesforce , how do I bridge my ability gaps ? ) . In the workshops , we   identified individual influencers within the user groups – employees that colleagues emulate or go to for   help ( not a HiPPO ) . We conducted interviews with each influencer , getting a “ behind the curtain ” view   of the environment and testing some of our initial storytelling points . 

 With the information in hand , we designed a layered communications campaign comprised of multiple   stories . We began with the strategic purpose and objectives of the CRM migration which was   communicated by business leaders to the user population . The story was then carried on by the user   group leaders who covered the tactical aspects / changes specific to the user group . The user group   leaders met one - on - one with their team members to deliver a personalized value proposition and to   solicit feedback on how to improve CRM adoption and CX . Additionally , the influencers championed   change within their respective groups and formed a coalition to exchange practices . 

 Results of the communications campaign were measured by surveying the user population ’s   understanding of the CRM change from both a business and personal perspective . The scores were   overwhelmingly positive on both fronts . However , the true measure of overall effectiveness will be   improved NPS and CX scores which , as of now , have not been collected . 

 Insights 

 There can be a multitude of underlying factors to be aware of when storytelling in the context of having   employees embrace and adopt a change . In this situation , I found organizational culture and alignment   as factors that needed to be carefully navigated . An organization known for strict risk management now   wanting employees to share data and insights across functions and create new ways of delivering value   to the customer was met with skepticism . Alignment manifested itself in two ways . First , leadership   must be aligned , communicating consistent messaging . Second , enabling factors and performance   management must be aligned to how the business wants employees to change . With regards to   enabling factors its addressing skill gaps , tailoring processes , and empowering front - line employees to   make decisions . In terms of performance management , its a program that clearly articulates   expectations and incentivizes desired employee performance and behavior ( or disincentivizes the   contrary ) . 

 Approach 

 You get one shot to tell a compelling story . The audience either buys in or does n’t , and they usually   do n’t offer a second chance . In this situation , I would ’ve spent more time developing the story for why   storytelling is so important ! Facing a tight timeframe , a lengthy discovery stage and communicating   what some in the organization already thought was clearly articulated and universally known ( which   obviously was n’t given the challenge they sought to remedy ) was not viewed as a top priority ( “ show me   results already ! ” ) .
### Output: 