1. Iain Pritchard (Adapta)
CRM at AAGBI
9 September 2013
Proof of concept
Iain Pritchard (Adapta)
and
Liz Essex (GOSHCC)
17 February 2015
(c) Adatpa Consulting

2. Adapta Consulting We are: A specialist information systems consultancy
We only work with membership organisations, charities, associations, trusts and others in the NfP sector
We are completely supplier-independent
Our consultants have held senior positions in a broad range of different organisations
Our advice and guidance is based on practical experience gained over many years.

3. Some of our experience in the sector

4. Strategy and the choice of technology
Roles and people
Information technology
Processes , workflows and other organisational activity
strategic organisational priorities

5. State of the Market
… a brief overview of the state of CRM in the sector, with a particular look at the developing positions of package products, platform solutions and open source.

7. The State of the Market
SodilitaS

8. Six ways to look at the choices
Back-end or Front-end?
Product or Platform?
Large or small?
Global or local?
Fundraising or membership?
Salesforce or Microsoft?

9. Six ways to look at the choices
Back-end or Front-end?
Product or Platform?
Large or small
Global or local
Fundraising or membership?
Salesforce or Microsoft?

10. Product or Platform?
Product
Platform

11. Product?
Tailored solution?
Redundant material?

12. Platform?
Commodity software?
DIY?

13. Examples Product Platform Microsoft Salesforce Alpha People Ciber
Access Group
Advanced Computer Software
APT
ASI
Blackbaud
Buzzacott
Centrepoint
CCT
Donorflex
Gallery
Millertech (MTL)
Redbourn
Westwood Forster
Microsoft
Alpha People
Ciber
Excitation
M-Hance
Pythagoras
Silver Bear
Salesforce
GiveClarity
Atlantic Technologies (Fonteva)
Brightgen
Cloud Symphony
Purple Vision

14. Size and type of organisation
Product or platform?
Platforms
Platforms
Packages
Size and type of organisation

15. Successful selection

16. How many CRM projects succeed?

17. So, why do software projects go wrong?
Rarely because:
Actually because
The technology is wrong
Software is faulty
The supplier is evil
The supplier is incompetent
The supplier is too small
The contract is weak
There wasn’t enough rigorous methodology
Focus on functionality instead of outcomes
Thinking through the options and the business case and planning for change is difficult (and less exciting than just getting on with it…)
Ambition ≠ Capability
Decision-making is often complex and slow
Priorities…

18. A traditional linear approach…
Bus. Case
Req’ts
ITT
Contract
Impl.

19. False comfort...
Senior managers and trustees like the traditional approaches because they are:
Staged
Requirements-driven
Proven
Robust
Safe
Respected
Recognisable
But traditional approaches to software procurement often fail because:
Most us don’t know what we want until we’ve seen it
Departments sometimes don’t talk to each other effectively
Language does not clarify enough
Formality excludes supplier & their ideas
Prescriptive ITT may inhibit flexibility / flexible solutions
It is difficult to “test drive” working with the supplier

20. What the org. really needs and can achieve
Proof of concept…
Governance, options and an honest business case
Key processes and requirements
Short list, prototyping and other selection activities
Specification and contract
What the org. really needs and can achieve

23. GOSHCC: CRM tender & POC 2014

24. POC key learnings…. Obtain senior / executive buy-in and sponsor
Engagement and communication
Resource the team
Documentation drafting and review
Administration and on the day stage-management

25. Questions and discussion

26. Thank you