Modern CRM Transformation - Part 11: The Assumptions Behind CRM Transformation Success

Signal Boost: "There She Goes, My Beautiful World" by Nick Cave & the Bad Seeds
Those untracked assumptions will derail your plans and bite you in the ass.

When you kick off a CRM transformation, you build your delivery model, your team structures, your rhythms and plans. But underneath all that planning, you’re making a set of critical assumptions.

Most of the time, these assumptions remain invisible. They quietly shape your decisions, influence your roadmap, and underpin your confidence—right up until the moment they break.

The teams that successfully navigate major transformations aren't those who assume stability. They're the ones who clearly see the assumptions they’re relying on and have a plan for when those assumptions inevitably shift.

Here are the big assumptions we made during our CRM programme—and what we learned when some of them didn't hold.

The Assumptions We Were Making

1. Teams Will Stay Empowered and Intact

We assumed our teams would keep their missions, structures, and autonomy throughout the programme.

This mattered deeply because delivery flow, ownership, and speed all depended on stable, empowered teams.

2. Business Outcomes Will Stay the Priority

We assumed sponsors and leadership would remain committed to business outcomes rather than just ticking off activities.

Without this outcome focus, the platform risked becoming just another IT system rather than a true enabler of business value.

3. Funding and Sponsorship Will Continue

We assumed consistent investment from our organisation—not just through launch, but ongoing—to enable continuous improvement.

If funding was pulled early, we risked freezing the platform in time, rapidly eroding its value.

4. Vendors Will Deliver to Expectations

We assumed our external partners would stay aligned, deliver high-quality work, and adapt flexibly alongside us.

Misaligned vendors could have stalled integrations, delayed testing, and slowed scaling efforts.

5. Integrations and Data Sources Will Be Ready

We assumed upstream and downstream systems would provide necessary data and interfaces exactly when needed.

Timely integrations were critical; delays meant broken or incomplete user journeys.

6. Legacy Systems Will Be Decommissioned Cleanly

We assumed owners of legacy platforms would actively collaborate on shutdown and transition planning.

Running old and new systems simultaneously for too long would drain resources, energy, and focus.

7. Users Will Engage in Feedback Loops

We assumed consistent user involvement, ensuring regular feedback throughout discovery, testing, and adoption.

Without real feedback, we risked building in the dark, disconnected from actual user needs.

8. Security and Compliance Needs Will Be Addressed Early

We assumed proactive engagement from security and compliance teams rather than last-minute interventions.

Late security surprises could quickly derail the entire transformation.

9. Organisational Changes Won't Derail the Mission

We assumed significant organisational changes, leadership turnover, or strategic pivots wouldn’t distract from CRM priorities.

Given that CRM transformations typically span years, few organisations remain static, making this a critical assumption.

What Happened When Assumptions Broke

Not all assumptions held firm. Some broke completely, others bent, and a few survived intact.

When teams were unexpectedly restructured, we fought to protect missions and outcomes—even when reporting lines changed dramatically.

When key sponsors left or shifted focus, we immediately re-anchored to clear business outcomes and rapidly rebuilt leadership relationships.

When integration timelines slipped, we adjusted our minimum viable product (MVP) scope and managed phased rollouts to maintain momentum.

When security requirements expanded unexpectedly late in the project, we collaborated closely, prioritised ruthlessly, and ensured we met critical compliance gates without derailing the programme.

The biggest lesson?

It’s not about preventing assumptions from breaking. It’s about clearly identifying them upfront so you can respond quickly and effectively when they do.

How We Managed Assumptions Proactively

We weren't perfect, but a few key practices significantly helped:

• Early Assumption Mapping: We explicitly documented our assumptions right at the start.
• Quarterly Check-Ins: We regularly revisited our assumptions to identify which held firm and which were becoming shaky.
• Scenario Planning: For the most critical assumptions, we developed backup plans in advance.
• Cultural Openness: We created an environment where teams openly raised concerns about weakening assumptions without fear of repercussions.

These weren't heavy overhead processes—they were simple rhythms. They kept us honest and prepared for inevitable shifts in the transformation landscape.

What It All Comes Down To

Every transformation rests on assumptions. The trick isn't to hope they never change. The trick is to surface them early, own them honestly, and build flexibility into your approach.

Because change is guaranteed.

When you build resilience into your teams, your processes, and your leadership, a shifting assumption doesn't have to trigger crisis. It becomes just another manageable bend in the road.

Next Up: Part 12: How to Succeed When Phased CRM Delivery Isn’t Possible.
How we delivered CRM via Big Bang and kept it stable, supported and successful.