CRM Success: Small Steps Now, Big Payoff Later

Client relationship management (CRM) has an uneven record of success in the legal field. In the past, many CRM systems served as glorified contact databases that were rarely updated and even less frequently used for any meaningful purpose. As newer solutions have emerged, legal CRM has begun its slow rise to what it is today within many firms ' a key technological element of a client-centered operational strategy.

Far-Flung Offices and Data

Reed Smith is a top-15 global law firm with more than 1,600 attorneys in 23 offices ranging from Hong Kong to Abu Dhabi and many points in between. Our clients expect to receive the same level of service whether they are talking to someone in New York, Silicon Valley, Munich or Beijing, requiring a high level of coordination between our divisions and offices. Reed Smith realized that the firm's continued worldwide growth necessitated a CRM system that could better facilitate information sharing, increase client data capture and enhance relationships. The challenge is finding ways to achieve these results without over-burdening the attorneys with unnecessary administration.

Setting a Path to Success

Vendor selection was led by a combined project team of IT, marketing and key stakeholders of the business. IT's role was to ensure that the software we selected could be integrated into our environment without causing any major issues. The ultimate decision, however, was based on the needs of the business, which were determined within the marketing department.

Of course, there are important technical considerations when evaluating any new software. The primary IT question is: “Can it be seamlessly integrated into our environment, and how well?” We deliver applications to users via Citrix out of our geographically located data centers, so the new CRM system would have to support the existing infrastructure. Beyond that, there were really just a few key attributes that we were looking for. First was integration with Outlook, which we knew would vastly improve user adoption and increase our chances for overall success. Second, we were looking for a flexible system that could be modified to fit our needs and enable future integration with internal and external data sources, SharePoint and other core existing technology. Third, we wanted assurance that the vendor would be a true partner in this effort, committed to ongoing development and providing additional functionality in the years ahead. Successfully implementing CRM can take time, so we wanted to work with a company that understood what we were trying to accomplish and would be committed to us for the long term.

To find software and a vendor that would meet those requirements, we researched the CRM systems available within the legal space, narrowed it down to three potential systems, and then issued a formal RFP. Our working relationship with Client Profiles and Microsoft ' the vendors we selected for our CRM program ' actually began during this RFP process. They formed a project team, of which we were a part, and made it very easy for us to see how implementation would proceed if they were selected.

Once the decision was made and we started down the proof of concept path, there was a lot of fact checking to be done. We had to test connectivity and performance in our overseas offices to ensure that a single database located in the U.S. would work. We also had to prove that introducing a CRM system wouldn't adversely impact our existing systems and applications. Outlook works well on its own, but every time you add a new integration point ' whether for document management, case management or CRM ' it can introduce performance issues that must be mitigated through extensive testing.

This process required careful coordination of several teams within the IT department. The server team was called into action first, building the environment to house the CRM application. The SQL team was heavily involved in creating a load-balanced SQL cluster to run the application. If there are problems with a server, this SQL clustered environment allows the database to automatically redirect to the other member in the node, keeping the application up and running without affecting users. The active directory team was involved in various set-ups, creating special configuration keys within the system that were a key part of the overall CRM rollout. The exchange team set up the proper accounts required for synchronization, and the financial systems team tested the interaction with Outlook contacts.

Starting Small

Now that the CRM application was effectively installed, it was time to figure out how to deliver it to users. A CRM rollout is often primarily driven by the IT department. The technology dictates the pace of the implementation, the way that users are trained on the software and what functionality is made available. However, we took a very different approach. Technology took a back seat, and our desktop application team and Application Architect put in a lot of work to facilitate the rollout in the way the CRM team wanted.

We determined that a “big bang” implementation approach wouldn't work for us. We had seen how migrating contact data for an entire firm into the CRM can bog down the rollout and prevent it from being widely adopted. Poor user adoption and retention can spell the death of a CRM system. If people are not using CRM, the information is not being kept up to date, which affects the value of the system for other users. At that point, the system is on a steady decline that is extremely difficult to reverse. To avoid this pitfall, we opted to strategically execute a phased implementation that focused on introducing the CRM to specific client teams rather than the entire firm. The key to success was aligning the use of the system with the firm's client service initiatives.

From a CRM perspective, this approach made a lot of sense. From a technology perspective, it proved challenging. The Desktop Applications Team and Application Architect spent a lot of time figuring out how to install CRM4Legal on our Citrix environment, automating its deployment to our users in phases, and hiding it from users who would receive it in a later phase. We set up a system that used active directory membership to process people upon login and determine whether they should have access to the CRM software. Everything was managed on the back end, with users going through the initial configuration dynamically.

In terms of data migration, we started with our largest client teams; moving their contact data, business intelligence, strategic plans and other valuable information into the CRM. To accomplish this without a lot of manual entry, IT provided the marketing team with Excel templates and loaded the data from these templates using Microsoft Dynamic's Data Migration Manager Tool, which facilitates loading and mapping outside data into the CRM system.

Unlike a traditional rollout, which involves introducing technology to a geographic group, this approach focused on key client teams made up of staff from multiple offices. When users were trained on the system, they could immediately access live client data and see how beneficial the system would be for their team, rather than being trained on a sample set of data and promised benefits in the long run. This approach also ensured that the focus was on client relationship information ahead of the many other functions a CRM system could perform. This had a direct impact on user adoption because new users weren't asked to use all of the system's functionality at the outset, which would have been overwhelming.

Although this method was a challenge, it also allowed our technical team to test the system and work out performance issues across multiple geographic locations without having to roll out the software to an entire office. When more users in that geographic location were added to the system, their experience was already optimized. For example, one of the first client teams to use CRM included a single person in the Reed Smith Paris office. In the rollout process, we were unable to successfully configure this user's system, despite trying multiple approaches to solve the problem. Ultimately, we discovered that it was due to a language setting on the Citrix server that is accessed by the Paris office. Once we changed that setting, the problem was resolved. Troubleshooting with a single user who is very motivated to get the problem solved is highly preferable to having hundreds of new users waiting for the technical team to work out the glitches.

Getting contact synchronization right was also key for us. Out of the box, Microsoft Dynamics CRM covered the major pieces, but it couldn't accommodate the synchronization of additional firm-specific contact fields. Client Profiles was able to step in with its Track In CRM application to fill in the holes and keep our users' Outlook Contacts and CRM Contacts in perfect harmony.

Now nearly three years into implementation, Reed Smith has begun the initial stages of an accelerated rollout that will bring the entire firm into the CRM. Our phased approach has worked well, and CRM is integrated into the daily operations of our key client teams. The incremental rollout has also helped create demand among those who don't have access to the system, which is nearly unheard of in the legal field.

Flexibility Leads to Innovation

One of the key benefits of CRM4Legal has been its inherent flexibility, which the CRM team has leveraged to create innovative solutions that go beyond the basics. For example, custom workflows send e-mail alerts to the pitch team and practice group leaders when a new business opportunity is added to the CRM system. This enables the firm to do a better job of managing resources and has helped us improve cross-practice and cross-region communication.

We have also linked client records from CRM to associated records within our financial management system. This allows a custom interface between the CRM system and Reed Smith's financial data warehouse, giving the firm's management team and practice group leaders current financial information directly within CRM.

From a technology perspective, the most important aspect of these innovations is that IT had very little involvement. Because the functional CRM team is able to implement many changes on its own, they are free to innovate and customize the systems to their needs, only working with the IT team to deploy user-facing changes through a formal Environment Change process. This allows the IT team to focus on its core responsibilities, not handling requests for CRM reports and workflows.

CRM: A Core System for the Firm

Although CRM relies heavily on technology, the goal of a CRM system is to improve the flow of information and to help our firm provide seamless client service. Our experience has shown that, by keeping that mission at the forefront and allowing the technology to play a supporting role, CRM can deliver on its promises and become an integral part of the firm's daily operations.

Client relationship management (CRM) has an uneven record of success in the legal field. In the past, many CRM systems served as glorified contact databases that were rarely updated and even less frequently used for any meaningful purpose. As newer solutions have emerged, legal CRM has begun its slow rise to what it is today within many firms ' a key technological element of a client-centered operational strategy.

Far-Flung Offices and Data

Reed Smith is a top-15 global law firm with more than 1,600 attorneys in 23 offices ranging from Hong Kong to Abu Dhabi and many points in between. Our clients expect to receive the same level of service whether they are talking to someone in New York, Silicon Valley, Munich or Beijing, requiring a high level of coordination between our divisions and offices. Reed Smith realized that the firm's continued worldwide growth necessitated a CRM system that could better facilitate information sharing, increase client data capture and enhance relationships. The challenge is finding ways to achieve these results without over-burdening the attorneys with unnecessary administration.

Setting a Path to Success

Vendor selection was led by a combined project team of IT, marketing and key stakeholders of the business. IT's role was to ensure that the software we selected could be integrated into our environment without causing any major issues. The ultimate decision, however, was based on the needs of the business, which were determined within the marketing department.

Of course, there are important technical considerations when evaluating any new software. The primary IT question is: “Can it be seamlessly integrated into our environment, and how well?” We deliver applications to users via Citrix out of our geographically located data centers, so the new CRM system would have to support the existing infrastructure. Beyond that, there were really just a few key attributes that we were looking for. First was integration with Outlook, which we knew would vastly improve user adoption and increase our chances for overall success. Second, we were looking for a flexible system that could be modified to fit our needs and enable future integration with internal and external data sources, SharePoint and other core existing technology. Third, we wanted assurance that the vendor would be a true partner in this effort, committed to ongoing development and providing additional functionality in the years ahead. Successfully implementing CRM can take time, so we wanted to work with a company that understood what we were trying to accomplish and would be committed to us for the long term.

To find software and a vendor that would meet those requirements, we researched the CRM systems available within the legal space, narrowed it down to three potential systems, and then issued a formal RFP. Our working relationship with Client Profiles and Microsoft ' the vendors we selected for our CRM program ' actually began during this RFP process. They formed a project team, of which we were a part, and made it very easy for us to see how implementation would proceed if they were selected.

Once the decision was made and we started down the proof of concept path, there was a lot of fact checking to be done. We had to test connectivity and performance in our overseas offices to ensure that a single database located in the U.S. would work. We also had to prove that introducing a CRM system wouldn't adversely impact our existing systems and applications. Outlook works well on its own, but every time you add a new integration point ' whether for document management, case management or CRM ' it can introduce performance issues that must be mitigated through extensive testing.

This process required careful coordination of several teams within the IT department. The server team was called into action first, building the environment to house the CRM application. The SQL team was heavily involved in creating a load-balanced SQL cluster to run the application. If there are problems with a server, this SQL clustered environment allows the database to automatically redirect to the other member in the node, keeping the application up and running without affecting users. The active directory team was involved in various set-ups, creating special configuration keys within the system that were a key part of the overall CRM rollout. The exchange team set up the proper accounts required for synchronization, and the financial systems team tested the interaction with Outlook contacts.

Starting Small

Now that the CRM application was effectively installed, it was time to figure out how to deliver it to users. A CRM rollout is often primarily driven by the IT department. The technology dictates the pace of the implementation, the way that users are trained on the software and what functionality is made available. However, we took a very different approach. Technology took a back seat, and our desktop application team and Application Architect put in a lot of work to facilitate the rollout in the way the CRM team wanted.

We determined that a “big bang” implementation approach wouldn't work for us. We had seen how migrating contact data for an entire firm into the CRM can bog down the rollout and prevent it from being widely adopted. Poor user adoption and retention can spell the death of a CRM system. If people are not using CRM, the information is not being kept up to date, which affects the value of the system for other users. At that point, the system is on a steady decline that is extremely difficult to reverse. To avoid this pitfall, we opted to strategically execute a phased implementation that focused on introducing the CRM to specific client teams rather than the entire firm. The key to success was aligning the use of the system with the firm's client service initiatives.

From a CRM perspective, this approach made a lot of sense. From a technology perspective, it proved challenging. The Desktop Applications Team and Application Architect spent a lot of time figuring out how to install CRM4Legal on our Citrix environment, automating its deployment to our users in phases, and hiding it from users who would receive it in a later phase. We set up a system that used active directory membership to process people upon login and determine whether they should have access to the CRM software. Everything was managed on the back end, with users going through the initial configuration dynamically.

In terms of data migration, we started with our largest client teams; moving their contact data, business intelligence, strategic plans and other valuable information into the CRM. To accomplish this without a lot of manual entry, IT provided the marketing team with Excel templates and loaded the data from these templates using Microsoft Dynamic's Data Migration Manager Tool, which facilitates loading and mapping outside data into the CRM system.

Unlike a traditional rollout, which involves introducing technology to a geographic group, this approach focused on key client teams made up of staff from multiple offices. When users were trained on the system, they could immediately access live client data and see how beneficial the system would be for their team, rather than being trained on a sample set of data and promised benefits in the long run. This approach also ensured that the focus was on client relationship information ahead of the many other functions a CRM system could perform. This had a direct impact on user adoption because new users weren't asked to use all of the system's functionality at the outset, which would have been overwhelming.

Although this method was a challenge, it also allowed our technical team to test the system and work out performance issues across multiple geographic locations without having to roll out the software to an entire office. When more users in that geographic location were added to the system, their experience was already optimized. For example, one of the first client teams to use CRM included a single person in the Reed Smith Paris office. In the rollout process, we were unable to successfully configure this user's system, despite trying multiple approaches to solve the problem. Ultimately, we discovered that it was due to a language setting on the Citrix server that is accessed by the Paris office. Once we changed that setting, the problem was resolved. Troubleshooting with a single user who is very motivated to get the problem solved is highly preferable to having hundreds of new users waiting for the technical team to work out the glitches.

Getting contact synchronization right was also key for us. Out of the box, Microsoft Dynamics CRM covered the major pieces, but it couldn't accommodate the synchronization of additional firm-specific contact fields. Client Profiles was able to step in with its Track In CRM application to fill in the holes and keep our users' Outlook Contacts and CRM Contacts in perfect harmony.

Now nearly three years into implementation, Reed Smith has begun the initial stages of an accelerated rollout that will bring the entire firm into the CRM. Our phased approach has worked well, and CRM is integrated into the daily operations of our key client teams. The incremental rollout has also helped create demand among those who don't have access to the system, which is nearly unheard of in the legal field.

Flexibility Leads to Innovation

One of the key benefits of CRM4Legal has been its inherent flexibility, which the CRM team has leveraged to create innovative solutions that go beyond the basics. For example, custom workflows send e-mail alerts to the pitch team and practice group leaders when a new business opportunity is added to the CRM system. This enables the firm to do a better job of managing resources and has helped us improve cross-practice and cross-region communication.

We have also linked client records from CRM to associated records within our financial management system. This allows a custom interface between the CRM system and Reed Smith's financial data warehouse, giving the firm's management team and practice group leaders current financial information directly within CRM.

From a technology perspective, the most important aspect of these innovations is that IT had very little involvement. Because the functional CRM team is able to implement many changes on its own, they are free to innovate and customize the systems to their needs, only working with the IT team to deploy user-facing changes through a formal Environment Change process. This allows the IT team to focus on its core responsibilities, not handling requests for CRM reports and workflows.

CRM: A Core System for the Firm

Although CRM relies heavily on technology, the goal of a CRM system is to improve the flow of information and to help our firm provide seamless client service. Our experience has shown that, by keeping that mission at the forefront and allowing the technology to play a supporting role, CRM can deliver on its promises and become an integral part of the firm's daily operations.