The New CRM System

When CRM implementation fails, it’s rarely about the software.

At first glance, this case tells a familiar story: a promising CRM rollout in a medium-sized company quickly derails. The sales team resists using the new system—not openly, but quietly, subtly. What looks like a technical implementation problem turns out to be a symptom of deeper systemic tensions.

Meet Rebekka, a newly appointed consultant in her first leadership role. Tasked with delivering the project, she overlooks the ‘soft factors’—unspoken dynamics, unclear roles, and latent power struggles. Her counterpart on the client side, Hans, is also misaligned in his role as head of sales. Neither fully inhabits their position, and both are unprepared for the complexity they face.

As resistance grows, pressure mounts. The client’s vice president, Thomas, holds Rebekka accountable, linking project success to her performance review. With little room to maneuver, she turns to her mentor, seeking clarity and support.

 

This case study is ideal for a 45 to 90 minute session in:

• Leadership development programs

• Change management trainings

• Workshops on resistance, role clarity, and system dynamics

• Coach training sessions

 

Key learning themes include:

• Understanding silent resistance as a systemic signal

• The role of leadership identity in change projects

• Navigating stakeholder pressure and organizational expectations

• Diagnosing “soft” issues behind “hard” failures

What you will get:

1. The case which you can distribute among your students.
2. A mini teaching note, as a supplement, that you can take into the classroom for a quick overview
3. A very detailed teaching note that provides a detailed walkthrough through each part of the case. I recommend to not send this to your students.

Occasionally, I send out additional material (slides, videos, audios, free of charge, when you are registered and have bought the product.