Have you ever been in a meeting where you thought that everyone was in agreement? It feels great, until you find out later that people have gone off and done something quite different to what was agreed and you can't quite work out why. It happens a lot when organizations plan projects that cut across the whole business such as CRM.

In many organizations, getting to the point where everyone agrees that CRM is really a strategy and not a technology is relatively straightforward. However, having arrived at this agreement, the first action that many organizations took was to buy some technology to help them implement CRM. Why did they do this? What happened to the strategy?


What was the hidden reason?
When asked why they went straight to technology, some organizations said that it offered a "quick" way to make things happen. Others said that the rush to technology was partially driven by enthusiastic sales and marketing...