This famous clip from the movie Office Space is a quick reminder of one of the most commonly overlooked issues when implementing IT systems – motivating people to work. And sure, Initech is a fictional company, but it actually resembles a lot of organizations with which I have worked over the years.
In this scene, the employee Peter Gibbons tells the efficiency consultants how his organization approaches motivation and the impact it has on his work efforts. Does this sound like your organization?
Watch video here.
How do you motivate people to use your IT system?
Whenever you implement an IT system, look at all things affecting employee motivation. Sometimes there are issues with compensation and incentives. Other times the management may actually be demotivating employees.
As Peter says, “I have 8 different bosses right now…so that means when I make a mistake I have 8 different people coming by to tell me about it. That’s my only motivation – not to be hassled.”
Would WIIFM motivate this employee?
Convention wisdom (which is high on convention, and low on wisdom) often says that when implementing an IT system you should try to “sell people on what’s in it for me”.
Do you think trying to sell Peter on WIIFM would work in this case? Of course not. There are bigger issues that need to be fixed here. And unless these other items are fixed, WIIFM will not work.
So, what will you do to make sure you have motivated people to use your system? Please share your thoughts and experiences with us on the Customer Success Practitioners group on LInkedIn.
Increasingly, investors and SaaS leaders are recognizing that customer retention is essential for their success. As a result, they are rushing to build Customer Success Management (CSM) programs that will help their customers maximize IT adoption and ROI from their systems.
However, they are facing significant challenges because Customer Success Management is new to most organizations and they are not sure exactly how to get started or what to do first. They don’t always know that right question to ask, how to allocate scarce resources, or how to prioritize their efforts to get the best results.
Investing in a CSM strategy will save you time & effort
The first place to start is to create a CSM strategy and road map. Your CSM strategy should identify exactly what you are trying to achieve, define how you will achieve it, specify who will make it happen, and provide a clear road map moving forward. Your CSM strategy will help develop a shared understanding and vision for what you are trying to achieve. It will also enable you to move forward with confidence while allowing you to avoid costly pitfalls and mistakes that can threat your CSM program before it even gets going.
So, how do you create an effective Customer Success Management strategy? Here are 5 things to help you get started. Keep in mind that this is often an iterative process, and decisions you make later on may require that you revisit some of your earlier decisions.
1. Define your goals
Not surprisingly, the first step is to figure out exactly what you want your CSM team to do and the results they need to achieve. This will set the goalpost from which you will determine the specific staffing, services, tools and methods you will need in your CSM team. It will also help you identify the budget you will need to allocate for building and maintaining your CSM capabilities.
2. Define roles, responsibilities and org structure
One of the first questions people ask is what exactly should the CSMs do and where do they fit within the organization? Should the CSMs be responsible for sales and renewals, or just for driving customer IT adoption and satisfaction? Do they report to sales? Do they report to customer service? Sales? And what authority do they have when it comes to working with other departments internally (like sales, product management, professional services, customer support)?
3. Develop CSM methodology, tool and processes
Once you have figured out what you are trying to achieve and how you will work internally, identify the specific tools and processes you will need to make it happen. This may involve internal-focused tools, such as having a way to identify and report on actual customer-use of your system, and externally-focused tools, such as creating a CSM consulting methodology / toolbox that you use when working directly with your customers. You may require a combination of tools such as IT systems (like the one offered by Apptegic), spreadsheets, presentation slides, email templates, report templates, and other such things that enable your CSM team to deliver a consistent, effective, high-quality CSM service.
When building your CSM strategy you only need to identify and prioritize the methodology and tool development requirements. You don’t actually create all the tools until after the strategy is finalized since it may go through a few iterations before you have final agreement on how to move forward.
4. Recruit and develop exceptional staff
Identify how you will recruit and develop exceptional staff. This may include identifying a high-level profile of the types of temperament, skills and required experience levels you will want for your CSM team. And, it should outline how you plan to quickly on-board the CSM staff, train them, and ensure they are able to get up to speed quickly.
Just a quick word of caution: at its core, CSM is about driving IT adoption of systems. In order to be effective, CSMs need to understand the root cause of IT adoption problems and have a firm grasp of the proactive steps you can take to increase adoption. This is knowledge and skill that, generally, are in short supply. You may need to provide additional training and development to help your CSM staff learn the skills they need to be fully effective in this role.
5. Manage the roll-out (internally & externally)
Introducing your CSM capabilities requires changes both internally to your organization and externally with how you interact with customers. Both can be major transitions and you will want to map out in advance how you will manage these changes.
For your internal roll--out, consider how introducing CSMs will change the way existing staff perform their jobs. Have you changed the job responsibilities of sales and service staff? Will having the CSM team impact revenue and renewal targets for sales professionals? How will you go about informing people about the new service? Introducing the CSM function will kick off a domino effect of changes to all other parts of your organization.
For your external (customer) roll-out, be careful how you introduce the CSM function to both new and existing customers. Take care to ensure you set accurate expectations about what the CSM team will – and will not – deliver to customers. Also, you may want to consider if you want to pilot the CSM effort with select customers before rolling it out to everyone.
Be part of the conversation. Join the Customer Success Practitioners group on LinkedIn
When I speak with the leaders of Customer Success Management (CSM) programs they often ask about how they can make their program more effective for increasing customer renewals. This leads to a discussion about the focus, methods and tools they use to deliver their CSM service.
More often than not, it becomes clear that the CSM tools and methods they use are part of the problem.
At its core, CSM is about helping customers adopt your system
The purpose of Customer Success Management is to help your customers fully adopt and maximize the value they receive from your software or service. Many times, the root-cause issue that needs to be addressed is that people are simply not adopting the system – which is almost never a technical issue. If the CSM team can maximize and sustain effective user adoption, the value to the customer (and renewals to you) will follow.
So, how do you maximize IT adoption?
How does your CSM team identify all barriers preventing adoption?
Many people assume user adoption is 100% discretionary effort on the part of the end-user. This leads them to focus all of their efforts on trying to help the end-user know how to use system and see how it will make their lives easier.
The reality is quite different. User adoption is not entirely at the discretion of the end-user. There are many non-discretionary factors that can make users unable to adopt the system - even when they want to use it!
Almost every IT project on which I have participated (like, 99% of them) there have been some organizational or system-related issue that actually prevented people from using the system. These issues fell outside the users’ span of control and required action on the part of management to resolve. Yet management was unaware of these issues or how they prevented system use.
In order to be effective, your CSM methodology needs to help customers identify barriers to IT adoption. But how will you do it?
- Do you know how to identify potential IT adoption barriers?
- Does your current CSM methodology actively uncover all barriers that affect IT adoption?
- If not, how will you change your approach?
How do you remove barriers to IT adoption?
Once you have identified barriers to adoption, how will you make sure your customer takes action to remove them? Sadly, driving and sustaining effective IT adoption is not a core capability of many client organizations. Even if you are able to help your customers identify barriers to adoption, it does not mean that they will know how to resolve them. You may need to help.
Change your CSM approach
Like most initiatives, your CSM capabilities and approach will need to mature over time. Initially your CSM team can be successful just helping customers get minor increases in adoption and ROI. However, to maximize customer renewals and, if possible, expand accounts, you will need to adjust your approach to help customers fully resolve their IT adoption issues. To do so, you will need to expand your knowledge regarding the root causes of IT adoption and the most effective methods to influence it.
Most companies have a process for closing the initial sales
What was clear is that they have invested lots of time and money in creating a sales organization that knows what it is doing and can close deals. That is, they could close new deals.