Overview
A large ICT provider operating in Luxembourg and Germany, with more than 300 employees, is rebuilding its internal IT strategy from the ground up. A new CRM is one part of that plan. Before choosing one, the company wanted its requirements to come from the people who would use it every day, not from a vendor’s feature list.
It asked us to carry out the full business analysis.
The challenge
- Many teams, two countries, several languages. Sales, support and operations work differently on each side of the border, and requirements gathered in one language would miss what the others needed.
- Daily practice, not just documented process. The CRM had to fit how work is actually done, including the workarounds people rely on.
- One decision inside a larger one. The CRM had to fit the wider IT transformation rather than be chosen in isolation.
Our approach
Everything was done on site. Interviewing people in person, in their own language, takes longer than sending a questionnaire, but it is how you hear the details nobody would write down.
- More than 30 interviews across both countries, each held in the interviewee’s native language.
- Process mapping of how customer work moves between teams.
- A review of the current systems and of how they are used day to day.
- A vendor shortlist, assessed against the requirements, with a recommendation.
What we delivered
- A requirements document the teams can recognise their own work in.
- A target CRM architecture showing how the new system fits alongside the others.
- A vendor shortlist and recommendation.
- A roadmap for getting there.
What happens next
The work now feeds into the company’s broader IT transformation. The new CRM will be delivered as part of that programme, on requirements that started with the people who will use it.
