The organization's CRM had fallen out of date and out of use, at the same time new contracts were straining a system that couldn't keep up. The organization didn't have the internal bandwidth or CRM expertise to fix it themselves, and the risk of doing nothing was falling behind a growing pipeline of new business.
Case Study
One outdated CRM was quietly capping the organization’s growth.
This research and engineering organization was running its customer relationship management on an outdated, underused system that couldn't keep pace with a growing pipeline of contracts. We configured a modern CRM end to end and helped long-tenured staff adopt it.
Engagement at-a-glance
Industry:
Government
Organization size:
~ 100-150 employees
Services:
Project & Program Delivery
Enterprise System Implementation
Change Management
Enterprise System Implementation
Change Management
The Challenge
The problem wasn't the CRM software. It was the bandwidth to modernize it.
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An outdated CRM straining under new growth
The organization's existing CRM was underutilized and increasingly out of date, at a time when new contracts were accelerating and the system could no longer support the business the way it needed to.
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No internal bandwidth or CRM expertise to fix it
The organization lacked both the internal capacity and the specific Salesforce expertise required to reconfigure its CRM on its own, making outside expertise necessary to move the effort forward.
Our Approach
We configured the CRM end to end, then built buy-in around it.
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1
Configured the organization's entire Salesforce CRM
Drawing on deep Salesforce subject matter expertise, we reconfigured the organization's CRM end to end rather than making incremental patches to the existing system.
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2
Ran workshops and training to build buy-in
We ran workshops, training, and leadership sessions to build support for the new system, working directly with long-tenured staff who were resistant to learning a new way of working.
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3
Aligned leadership behind a single integrated system
We worked with the organization's leadership team to build alignment behind the new CRM, addressing resistance directly rather than treating adoption as a foregone conclusion.
Value Delivered
One integrated system the organization can trust and grow into.
Replaced an outdated CRM with one integrated source of truth
The organization now runs on a single, modernized Salesforce instance in place of the underused legacy system it had outgrown.
Modernized tools across technical, engineering, and sales teams
The reconfiguration touched systems used by technical, engineering, operations, and sales teams, rather than a single department in isolation.
Built leadership alignment despite resistance to change
Long-tenured staff who initially resisted learning a new system came along through direct engagement with leadership, rather than a mandate handed down without buy-in.
Gave the organization a system built to scale with its growth
The new CRM was configured with the organization's growing contract pipeline in mind, rather than as a like-for-like replacement of the old system.
Results that reflect the work behind them.
4
Internal functions (technical, engineering, operations, and sales) whose systems and processes were affected by the new CRM
100%
End-to-end salesforce reconfiguration & practice foundation
1
Repeatable & scalable enterprise CRM deployment framework
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