Why a technology road map is essential to successful Customer Relationship Management

Have you ever been seduced by a supplier promising the “latest and greatest” CRM technology?

After all, you know you need new technology. You know all the things you would like technology to do for you. So when someone shows you something new and different, it can be tempting to believe that what they are selling is going to be the perfect solution.

Then, six months later (or sometimes much sooner) you come to the painful and expensive realization that the “new and different” technology isn’t all you had hoped. Or that you spent your money on the wrong technology at the wrong time. Or that the technology you have committed to – even if it’s working as promised – seriously limits your future technology choices.

In my experience, most client-side executives have in mind the technology that will help them. But all too often, they don’t take the next step and map out their technology needs, plans, and priorities.

And because they don’t have a road map, their anticipated levels of performance improvement are easily derailed – or sometimes not achieved at all.

What does a road map look like?
I recommend a two-year or three-year technology road map that provides reasonable time frames, sets the cadence for technology implementation and prioritizes what you need to implement first.

You don’t want your road map to be so detailed that it lacks flexibility, but you do want a document that provides a clear framework and outlines the systems you intend to implement to reach your desired end point. In addition to helping you clarify your own thinking, a road map is an indispensable tool for helping your team focus and understand your technology goals.

For the first year, establish quarterly goals and specific action steps. For years two and three, set half-year goals which enable you to establish priorities. Your road map needs to be thoughtful and pragmatic, so keep the following questions in mind:

• Which technologies will drive the greatest impact, within the shortest amount of time, first?
• Which technologies need to be implemented prior to others?
• What can you realistically achieve within each time frame?
• Which technology enablement application is most important to your success?

The businesses cases that shape your road map need to be sequential, not concurrent. This will allow you to implement new technologies, outline the savings and build the next business case on top of the previous without double or triple counting performance improvements. (And believe me, suppliers will be more than happy to double or triple count performance – which is why I never let a supplier complete my business case for me!)

Keeping your road map current
Obviously, a road map needs to be a working document, something that you refer to regularly as part of planning and strategy discussions.

Changes in your business will most certainly require changes in your road map. But when you have a road map, you can make such changes thoughtfully. A road map allows you to maintain clarity about your technology needs and goals.

With a road map in hand, you can step back and see the big picture. You can ask smarter questions about how one change will affect other aspects of your plan. You can be less susceptible to technology tunnel vision – because you’ll know how the legs of the journey fit together. You can make smarter decisions and not spend money or waste time on technology that you are simply not ready for. You can reduce risk and increase your chances for success.

If you don’t have a road map, you will have a much harder time creating the kind of focus and discipline it takes to successfully implement new technology over the long haul. You may be on the highway, hurtling toward the future, but you won’t know where you’re going or how to get there – and you will be at the mercy of suppliers who may send you in the wrong direction.

So take the time to create a technology road map. Your organization will appreciate your leadership. Today wouldn’t be too soon.

And yes, you really need to write it down.

–Bryan DiGiorgio