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As our CEO is known for being technology-savvy when he started using the new CRM in pilot mode on his laptop and started giving presentations based on the analytics applications still in testing, it suddenly became commonplace for see Vice Presidents, Directors and managers all doing briefings using analytics from the new CRM system. The CEO had been able to squelch negative politics by making use of the analytics data ground-breaking. Our CEO also praised people and departments he found feely sharing data to make the new CRM system function more efficiently. In this regard he was using a positive reinforcement strategy to unify potentially conflicting teams (Lui, Chan, 2008). This was very effective as soon Vice Presidents sent out e-mails telling everyone to look for opportunities to collaborate with other divisions, and discuss how the data they had could help other divisions. This made the task of system analysis and design, one of the most difficult from a project management standpoint to accomplish due to so many people seeing this as their jobs being redesigned and automated so they would no longer be needed (Petouhoff, 2006) much easier to accomplish. As silos or islands of data had led to the development of small fiefdoms of customer data, by concentrating on the need to stay in business by serving customers better, combined with our CEO showing how critical it was to adopt the system...
Nothing short of a cultural shift is necessary for any IT system to attain or exceed its objectives (Craine, 2007).
Conclusion
Data and information is political currency in every company. It takes foresight in the part of project managers and a strategy for overcoming the political issues inherent in any organization. Having a CEO or other senior management sponsor who actively changes their own behavior to better contribute and be part of the new process is invaluable. The most effective strategy for reducing political infighting is C-level champions arbitrating challenges (Lui, Chan, 2008).
References
Bernoff, J., & Li, C.. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42.
Craine, K. (2007). Managing the Cycle of Change. Information Management Journal, 41(5), 44-46, 48, 50.
Lui, K., & Chan, K. (2008). Rescuing Troubled Software Projects by Team Transformation: A Case Study With an ERP Project. IEEE Transactions on Engineering Management, 55(1), 171.
Maurer, R. (2009). Get Your Team Involved. The Journal for Quality and Participation, 32(1), 28-31.
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