CRM Software Implementations and the 10,000 Hour Rule

the 10,000 hour rule By now, you might be aware of Malcolm Gladwell’s 10,000 hour rule. If not, in its simplest form, the theory states that it takes a lot of practice to be good at mentally complex tasks. The idea is that, over time, you have worked in your expertise long enough to digest and handle complex scenarios based on previous work. Malcolm Galdwell would argue, for example, that there is no way to become great at software programming because you took a crash course over the weekend. In mentally complex work, there are no shortcuts.

CRM Software implementations are no exception. Implementing CRM software is complex, and the depth and breadth of CRM solutions and their ecosystems takes a lot of practice and experience to be good at. Whether it’s helping a company understand the difference between the different CRM modules, or pushing back when the client wants you to replicate ERP software functionality in CRM, it takes a lot of practice to be good at. From time to time, we have clients who start off by self-implementing, and the type of companies who try this, have typically never implemented CRM software before. They just don’t know how challenging it is to implement CRM software. On the other hand, when a company has self-implemented before and come to us for help, they’ve now been in the weeds and understand how difficult it is.

Why is this important?

When looking at a CRM software package and CRM software partner it’s important to ask questions related to experience:

• How long has the CRM package been around?
• How old is their partner program?
• How long has the partner been implementing this software package?
• How long have their employees been working for the company?
• If the partner ecosystem has a “partner status” in terms of expertise level, what is their status? For example, is your partner an elite SugarCRM partner? (Elite status is based on implementation and sales volume)
• Does the company have concrete proof of implementing this CRM software package (develop integrations, case studies, etc.)
• Does the company implement more than one CRM package (if so, they’re probably not great at one of them)
• Does your sales rep understand the ins and outs of the products? This is indicative of the company’s culture in regards to product knowledge

These are just some of the questions that should be asked of your software implementation partner. At the very least, their answers to these questions should give organizations a better feel for your implementation partners level of expertise.

Please reach out to FayeBSG if you have any questions or concerns in regards to your SugarCRM implementation. We are here to help.”