IndigoBlue has a long held view that incremental delivery, and the supporting incremental strategy, is core to the success of Agile management. This tenet is the basis for our governance framework and our approach to managing Agile at scale. Last week I was presented with an illustration of this in the shape of one of our customers that has recently piloted the use of Agile in their office in the States.
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Implementing a CRM is a business change - usually a major business change - that will have a wide impact on the organisation. I've found it useful to provide a vision statement for the CRM Strategy, based on a common structure. I try to keep the vision statement to a single page to make it more digestible to different groups of staff, so keeping the individual topics as bullet points.
The structure and contents of the CRM vision statement I've used are:
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Back in June 2011 I presented on Future Technology Trends at the Iris NFP conference and one of the major themes was the emergence of cloud, which I predicted would shape the future for many organisations. Since that date I have been astonished at the speed at which cloud technologies have bridged the chasm from early adopters to mainstream.
There are a number of important differences between CRM in the not-for-profit sector and CRM in the commercial sector. It's vital that both NFP organisations and suppliers recognise and understand these differences to make sure that new CRM systems fulfil the organisations' needs.
Our most read blog posts and insight articles from the last year cover a wide range of topics.
I've compiled the 10 most popular posts (including a couple of very popular posts from the end of 2010 that top the 2011 most read chart) grouped into key areas.
LinkedIn's groups provide the potential for informal communities that can pose a challenge to membership organisations.
What is the best way to respond to this challenge and how can membership organisations give their members the experience they expect?