When changes are implemented in an organization, leaders can encourage employees to accept the changes by sending consistent communication and showing support. In this scenario, you are a consultant of ABC Corporation who implemented a new customer relationship management (CRM) program 2 months ago. During implementation, the change was not communicated or supported by leadership. As a result, employees are not utilizing the CRM to its full potential. As a consultant, you are required to ensure the CRM program is utilized more by employees.
Select 1 agency that employs a CRM program.
Research how this agency employed a CRM program in a similar or different way than identified in the aviation article from your readings. Focus on the reasons the CRM program is beneficial in reducing human error and improving employee efficiency.
Write a 700- to 1,050-word executive summary for the company’s CEO in which you provide evidence of how this CRM program was implemented. Include the following in your response:
Distinguish between various team concepts as they relate to performance during and after this training program.
Explain the difference between leaders and managers, as well as the influence and power they may have on the success of this program.
Evaluate at least 2 theories of leadership and the role that leaders utilizing these theories play in facilitating this program.
Analyze the general effects on the organization that may result from this program, referencing the concepts of organizational development and various organizational theories.
Advocate the reasons ABC Corporation should apply the change management process for the CRM program change.
provides evidence of successful CRM adoption from a comparable agency, analyzes the roles of leadership and team dynamics in adoption, and advocates for the immediate application of structured change management principles.
Case Study: CRM Implementation at a Large Financial Services Firm
For comparison, we examine the implementation of a similar enterprise-wide CRM system at Wells Fargo (Financial Services). While the aviation-specific CRM focuses on cockpit teamwork (Crew Resource Management, or CRM), the general corporate CRM used at Wells Fargo aims to consolidate customer data, streamline sales processes, and improve personalized service—goals highly relevant to ABC Corp.
| Implementation Area | Wells Fargo's Successful Strategy (Corporate CRM) | Aviation CRM (Crew Resource Management) Analogy |
| Communication & Mandate | Top leadership (VPs and above) communicated the CRM as a strategic imperative tied directly to customer trust and regulatory compliance. Use of the system was mandated, not optional. | The Captain (Leader) establishes clear roles and ensures communication protocols (Checklists) are followed by all crew (Team). |
| Training & Support | Integrated training directly into daily workflows, appointing CRM Champions (super-users) within each branch and offering dedicated support post-rollout. | Focuses on standardized, repetitive training (Simulators) to build muscle memory and shared mental models. |
| Benefit in Reducing Error & Improving Efficiency | The centralized system automatically flags potential data inconsistencies and ensures legal compliance documents are attached to every customer profile, reducing human error in regulatory filings. It gives bankers a 360-degree view of the customer instantly, improving efficiency by eliminating time spent searching legacy systems. | Reduces error by fostering open, non-punitive communication (assertiveness/inquiry) about potential mistakes; improves efficiency through clear role delegation. |
Export to SheetsWells Fargo’s success demonstrates that consistent, high-level advocacy and tying the system to both error reduction (compliance/trust) and efficiency (faster service) are essential for broad employee adoption.
Leadership and Team Concepts
Distinction Between Leaders and Managers
The current CRM failure highlights the critical difference between these roles:
Managers focus on process, administration, and control. They ensure the CRM functions technically, that data entry rules are followed, and that budgets are met.
Leaders focus on vision, influence, and motivation. They inspire commitment, communicate why the CRM matters to the company's future, and model its use.
The failure was a leadership deficit. A manager can enforce data entry, but only a leader can influence employees to abandon familiar, comfortable processes for a new, initially burdensome system. The CEO and senior VPs must now step into the leadership role to save the program.
Influence and Power
The success of the CRM program relies entirely on Legitimate Power and Referent Power wielded by senior leadership.
Legitimate Power (formal authority) must be used to mandate CRM usage across all departments.
Referent Power (influence derived from respect and admiration) must be used to model correct CRM behavior and show genuine belief in the system, influencing mid-level managers to follow suit.
Sample Answer
This executive summary addresses the underutilization of the new Customer Relationship Management (CRM) program at ABC Corporation, providing evidence from a comparable organization and outlining a path for renewed leadership-driven implementation.
Executive Summary: Revitalizing CRM Utilization at ABC Corporation
To: CEO, ABC Corporation From: [Your Name], Management Consultant Date: October 3, 2025 Subject: Assessment and Action Plan for Maximizing CRM Program Utilization through Leadership and Change Management
Introduction
ABC Corporation's newly implemented Customer Relationship Management (CRM) system is currently underutilized, generating suboptimal data quality and failing to deliver the anticipated Return on Investment (ROI). The core issue, as observed during the two-month post-implementation period, is a critical failure in change management, specifically the absence of consistent communication and visible leadership support. To course-correct, this summary