Applying change management theory to CRM implementation: Case study on Organisation X

Abstract

The aim of this thesis was to analyse how the employees of a case company Organisation X perceived the change that occurred when a new CRM system was implemented into the company’s operations, and based on that measure the success of the undertaken change management processes as well as give recommendations for Organisation X on how to proceed with the on-going change. As the main research was conducted from the point of view of the employees the thesis highlights the massive impact employees have on change implementation. The primary data for the research was collected through quantitative research methods. Qualitative research methods were used to collect secondary data to gain a more holistic understanding on the overall change process.

The results of the research indicate that the employees of the case company are satisfied with the implemented change but that they would need more training in order to fully utilize the implemented CRM system. Moreover, the results suggest that the functionality of the implemented CRM system as well as the supervisory support offered for employees should be examined more closely.