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How to Avoid a CRM Car Crash

Any CEO knows that customer information is a very valuable asset. And how you manage customer relationships is vital. So of course you need to implement systems to help you standardise and manage this… But we see countless CRM projects that fail, systems that are mis-used, under-used, or never used at all.

So why is this the project that fails most often? Why do we meet so many CEOs who despair at their company’s attempts to make this work?

Why is this project the one most likely to end up as a car crash?

This CEO’s briefing explains what a CRM system is, why companies use them and presents 10 golden rules in avoiding a CRM project car crash!

If you find this CEO’s briefing relevant, you might also find another recent article from one of our sister businesses of interest. The Marketing Director’s view on CRMs written by The Marketing Centre.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

 

Why Does Blockchain Matter to My Business?

When the last page is written on the bizarre Bitcoin story, many people believe the conclusion will be that the world was changed… but changed by the Blockchain, not by Bitcoin!

Blockchain promises a way for people to record transactions, for example, currency, information, deals or anything else that can be digital, using a ledger that doesn’t need to have a trusted central body to oversee it.

That could enable significant changes to the way that information and business happens and, more broadly, to the way that information and identity are managed.

If you’re wondering what this is all about then start with my first article Bitcoin? Blockchain? I’m already lost! 

This article is about why Blockchain matters to business

Blockchain could matter because it could allow disparate companies and people to work together even if they don’t know each other, or even trust each other. And it could allow this without the need for a central body to oversee the initiative.

It addresses problems such as: “I sent it”, “No you didn’t”, “Yes I did”. The Blockchain is an unambiguous shared record of what happened and when.

Commonly quoted example of this is are supply chains, perhaps where consumers want a high degree of visibility or where companies demand precise knowledge of the quality and origin of raw materials or components.

For example, in food manufacture each part of the manufacturing process could be recorded in a Blockchain starting with the originators of all the ingredients, through the successive steps in the supply chain to the consumer.

So you could check exactly which farm, and even which cow, went into in your Steak and Ale Pie. And you can check whether it actually went moo or neigh.

A real-life example is the Tracr Blockchain register designed by De Beers to track diamonds “from mine to finger”. Every event in the value chain, each time the diamond is cut, polished, graded or traded – these are all recorded with images, and certificates uploaded to the ledger so everyone can have trust and confidence.

Of course, an unscrupulous user can make false statements or upload false records, but this can be traced precisely back to him so the scope for fraud is much reduced. 

There are endless examples of ideas for Blockchains, particularly in areas like asset management, real-estate, accounting, insurance and health-care. Some of these examples are about publicly available Blockchains, some will be closed or privately run Blockchains. Wherever people and organisations work together Blockchains could enable streamlined, automated record-keeping.

 

Are these Blockchain ideas actually practical for business?

Right now we are probably at the start of the Blockchain story and quite what this tech can be for is not at all clear. Many of the business ideas that experts offer as Blockchain examples feel like solutions looking for problems.

But radical new tech can often seem pointless until it has matured to the point that it is practical and useful. As each new tech matures, becomes viable and is gradually adopted so attitudes change – and, what used to be slightly pointless, quietly become a necessity!

We are surrounded by, and reliant on, tech that looked pointless when raw, early ideas were first developed.

But imagine an accounting system that not only handles double entry, but creates a 3rd entry in a Blockchain ledger. And imagine if banks kept details of some transactions on Blockchains. This could create an entirely new culture of auditability and confidence and eliminate many kinds of dispute and fraud.

It’s not hard to imagine a future where keeping records in Blockchains like this is normal, expected, and potentially required by law. 

 

But the smart money is on Smart Contracts

If a Blockchain is used to record contracts between parties then it’s not a great leap of thought to imagine that the contract is actually a programme that connects to the parties’ systems, so automating the transaction.

For example, if one side needs to lodge some documents in return for a payment, then the smart contract could receive the documents electronically, validate them, and automatically trigger the payment. Or the smart contract could provide a code that unlocks access to a physical asset in return.

Complex contractual situations like royalties could be automated by lodging the rights-holding in a Smart Contract, and someone could simply make access to the asset through the Blockchain, automatically triggering their own payment and the onwards distribution of that payment to multiple rights-holders.

As more and more devices become connected to the internet we can envisage that transfers are automatically tracked through supply chains by scanning barcodes or NFC sensors and, as ownership changes, this is recorded immutably and payments are automatically triggered.

 

 Will any of this actually happen? What are the blockers to Blockchain?

There are plenty of issues and complexities.

Firstly there are technical problems with Blockchains. The complex security mechanisms mean they struggle with high speeds and large volumes. And the encryption maths is so vastly complicated that it consumes huge numbers of servers, all drawing massive amounts of electricity – Bitcoin is already estimated to consume more energy than the entire nation of Austria! It’s no surprise that many Bitcoin servers are located in Iceland and Canada where thermal and hydro power mean electricity is cheaper.

Although the Blockchain is secure, people have had their Bitcoins stolen because they don’t exercise proper controls of their electronic wallets. Or more primitive blunders have included people losing fortunes by disposing of old computers containing their Bitcoin access codes.

Critically, no overseeing authority means there is no one to phone… if you forget your codes, don’t use a proper password, or have some other problem then you’re on your own.

But, more importantly, any venture involving multiple parties can be very difficult to mobilise. Although Blockchains don’t need a central authority, widely-used standards generally gain traction as a result of sponsorship by well-known and trusted organisations.

Simple standards like EDI in manufacturing supply chains have never delivered to their potential and there are many different competing flavours and solutions. It’s extremely difficult to get organisations to cooperate if there is no dominant force imposing uniformity.

And, finally, this tech is still very novel and is difficult to understand. It may just be too far ahead of the market and, to many people, it might just sound like techno-babble. The internet was invented in the 60’s but it took decades to add other standards and other tech to make it usable, understandable and useful for both technicians and consumers.

So what’s the practical effect of Blockchain and Smart Contracts on my businesses?

 

We see 3 specific areas of change in the coming years that mid-market business owners need to be aware of.

Blockchains will enable new ways to collaborate without existing intermediaries so there will be new opportunities for new entrants and threats to existing incumbents.

1.      Shifts of power

Entrepreneurs who understand specific industry areas will be able to create new commercial models using Blockchain. Of course, gaining widespread usage will be a challenge, but there will be strong interest from investors and a whole new round of wild valuations as markets try to guess who will be the new winners.

At the same time, organisations that have long had control of information and supply chains may find themselves under pressure as new entrants arrive. Some traditional organisations will need to become Blockchain experts to avoid someone else eating their lunch.

The De Beers example may demonstrate how incumbents can further secure their position if they move quickly, but new companies will also find significant new opportunities and there will be shifts of power.

Consider, for a moment, how the last 15 years has seen new ecommerce retailers eclipse old-school bricks and mortar retailers. Debenhams’ proud history of 200 years of retail didn’t count for much!

2.      Smart integration

New Blockchains and Smart Contracts will offer great opportunities but only to companies who can integrate their back-office systems quickly and effectively.

To win in the new world means having a well-structured business, including clean and well-organised data, processes and systems. IT staff will need to understand how to integrate up and down the supply chain rather than how to fix a laptop.

The opportunities for well organised, structured businesses will grow. Manual, admin-heavy businesses will find themselves further disadvantaged.

3.      Increased Opportunities for the Mid-Market

There is no clear benefit to larger players and Blockchains may well undo some economies of scale. And, for many larger businesses, slow decision-making and complex back-office systems will make Blockchain integration more difficult.

So this revolution is likely to open up new opportunities for well-run mid-market businesses who understand their markets and clients.

Wherever auditability and transparency are of value, Blockchains could provide new opportunities. The future will likely favour nimble and intelligent mid-market business who can seize opportunities faster than lumbering corporates. Years of building trust and reputation for honesty will be challenged by this new low-cost technology that will provide a greater degree of trustworthiness at a lower cost.

 

 Summary

Blockchains offer a radical new future where people and companies can interact and keep records in an unambiguous new way without central authorities overseeing the process. And these records could be automated Smart Contracts that could link back-office systems together to streamline activities that are currently manual and slow.

This opens up new vistas that are currently challenging to understand and describe.

As ever, with change comes both opportunities and threats. Opportunities to companies who position themselves well, are smart and engaged. And threats to companies who are slow to realise that they have built up value in models that will become obsolete.

Blockchain is yet another new tech that promises to change the business world and, not surprisingly, it’s easy to be cynical about this. But we have to admit that the business world has, many times, been changed by new tech that was initially dismissed by cynics!

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use technology to beat their competition. Contact Us and we’ll be in touch for an informal conversation. 

GDPR – The Voice of Reason

Anyone who is involved with GDPR will know that there are always complexities and dilemmas, and these are often not simple and not quick to fix. The important thing is to start, to address the things you can, and to create a plan for dealing with the difficulties as well.

Here are some examples of how we’ve been working with clients, to illustrate the realities – warts and all!

For many of ours clients internal communications has been a major piece of work. Everyone is busy and this can feel like just another problem so ensuring that people buy-in to the issue is critical. This is partly about understanding the potential fines and reputational damage to the business, but you can also help people to relate to the importance of this by talking to them about how they themselves would want their own data to be looked after.

A common theme is making sure people understand what is caught by GDPR and organising discussions around what amounts to personal data. The best way to reduce your problem is to minimise the personal data you collect in the first place – do you really need the data you’re currently collecting? Many companies collect special data about their employees (GDPR defines special data which is particularly sensitive) they don’t really need, or they are not very good at deleting it even when employees leave.

For many companies, the focus is on marketing. For example, our clients in professional services often have lists of business email addresses that they have built up over years. In many cases these databases are not well maintained and they don’t have routines for cleaning and pruning – they just keep on adding to them! Some companies have embarked on a programme to get consent for continued marketing, some are using legitimate interest justifications (as we are).

Manufacturers and supply chain businesses often have lots of supplier data, whereas facilities management, care home or construction companies may have large numbers of staff, some casual or freelance. They may have lots of details about them that they have historically managed quite “loosely”. At the extreme end, we have modelling agencies with large volumes of images and videos as well as passport and visa details.

Many companies need to overhaul some technical aspects of their IT, including things like encryption, password handling, patching and firewall configuration. As well as backup and disaster recovery plans. And of course being clear on where internal responsibility lies for ongoing maintenance of this.

In almost all cases, contracts have needed some improvements to ensure everyone is clear on their duties. This includes suppliers, staff and partners as well as cookie policies, privacy notices and information security standards.

And most companies have no existing plans for dealing with a breach or request from someone to provide or correct or delete their data. As well as creating policies and plans for this, there is a cultural change to focus on honesty and learning, rather than silence and cover-up.

But whenever we can, our aim is to find a business opportunity. For example, in many cases this is an opportunity to engage with the old sales prospects.

Analysing what data you have, how it moves around the business and why is critical to GDPR compliance but it’s also a starting point for improvements. There are always opportunities for greater efficiency, and reduction in errors as well as serving customers better.

In many cases we are able to use GDPR discussions as a spring-board for serious consideration of radical improvements to processes and systems. Bringing data under control not only positions you for GDPR compliance, it’s also the starting point for integrated and streamlined business. And it’s a solid platform for digital initiatives as well.

You might find our previously published articles also of interest :

GDPR: A simple guide for CEOs (and what to do right now)

GDPR Action Plan: 6 months to go

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Preparing for Strategic IT Demands from Corporate Clients

Providing services or product to corporate clients can be a lucrative opportunity. Large, stable clients can be a good market and they can be powerful advocates for your brand and a feather in your cap. But these kinds of clients often come with challenges.

Corporate procurement departments often impose stringent IT demands. Although meeting these demands can be a pain, once you are able to confidently tick these “checklists” then you do have a tangible competitive advantage.

We are often called in to help so have created the below CEO’s briefing on the subject to shed some light on some of the most common issues and opportunities.

This area is of specific interest to our clients in the logistics/3PL sector and we have a specific briefing on this sector which you can find here.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Technology Fire Triangle. Part 2: Data

This is part 2 of our series of 3 briefings about the Technology Fire Triangle. A term we coined to simplify and explain how getting IT right rests on 3 fundamental things: integration, data integrity and security & compliance. In our experience, businesses that get these things right, are able to use IT to drive their growth. You can read part 1 here.

Part 1 deals with Systems Integration which you can download here and Part 3 looks at Complaince which can be downloaded here.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT Directors, CIOs and CTOs. We work exclusively with SME and mid-market organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

GDPR: A Simple Guide for CEOs (and What to do Right Now)

[Since his article was originally posted we have created a new detailed slide deck. A link to download these slides is at the end of the copy below.]

If you don’t comply with the new GDPR, you can be fined up to 4% of your turnover or 20M Euros (whichever is higher!). The government is deliberately making this a major issue that you have to take seriously, and you have to get right.

OK, I’m listening – what’s this all about?
The new General Data Protection Regulation (GDPR) gives EU citizens more control over their personal information, and makes organisations that hold or use that data responsible for keeping it secure. The new legislation goes further than the existing Data Protection Act, and contains several specific requirements. It will take companies time to get ready, so you need to look at this now.

But, we’re leaving the EU so this doesn’t matter to us…?
Nope. The UK government has decided to include GDPR as part of UK law for the foreseeable. The UK has been a supporter of this initiative, so even after we leave the EU it is likely our government will continue to maintain this legislation in some form. Certainly, any business in the UK which handles data of EU citizens will be affected regardless.
So, the clock is ticking and there may be a lot for your business to do!

Firstly, what data are we talking about?
In summary, the European Commission defines the data as “any information relating to an individual”. More specifically they say: “It can be anything from a name, photo, email address, bank details, posts on social networking websites, medical information, or even a computer’s IP address.” That’s a pretty broad definition, and encompasses many pieces of data not covered previously.
What do you need to do to comply?

There are 7 key areas:
1. Appoint one of your directors to be accountable. The new legislation states any organisation where the core activities involve “regular and systematic monitoring of data subjects on a large scale” or large-scale processing of “special categories of personal data” (defined in the legislation) needs to appoint a suitably competent Data Protection Officer (DPO). Do you want this role and the accountability to fall within IT, marketing or legal (or elsewhere)?

2. Ensure proper safeguarding. Practically, your senior team will need to make sure you have safeguards and controls in place to ensure data is kept safe. GDPR suggests some specific measures like:
• Controls and procedures to ensure the data is kept confidential, is accurate, and is available when needed.
• Data should be anonymised and/or encrypted.
• You must be able to restore the data and systems quickly in the event of an incident.
• Regular testing and assessment of the effectiveness of your measures.

3. You must ensure your suppliers are compliant. GDPR puts greater onus on you to ensure that any supplier you use to process data will properly safeguard the confidentiality of the data. This is not their problem, it’s your problem!

4. Explicit Consent. You must ensure that people have explicitly consented to their data being stored and processed, and you need to make it easy for them to withdraw consent if they wish. You will need to be able to demonstrate consent has been given. This is a significant change, and it is unlikely that your current measures are sufficient, so quite a bit of work will be needed here. Importantly there is also a new statutory “right to be forgotten” for data subjects who want to have their data erased.

5. Be explicit and transparent. You will need to explain in plain language what data is held, how long it will be used/retained, and how to withdraw consent. That means reviewing privacy policies and processing notices to ensure they are drafted in plain language and contain all required information. Your data retention policies and procedures will need to be simple and appropriate.

6. Report Breaches. In the past, many people kept data breaches quiet but under the new rules they must be reported to the Information Commissioners Office (ICO) without delay and where feasible within 72hrs. This is quite a significant change and to do this it is likely many organisations will need to implement security incident reporting and response procedures for the first time! Record keeping becomes increasingly important.

7. More Subject Access Requests. It seems likely there will be an increase in people querying data as they become more aware of their rights, and you will need to meet more stringent timelines in how you respond to these requests. You will need new processes and responsibilities will need to be clear in order to make sure your teams are compliant.

Put simply, the government seem to be encircling companies with a range of requirements that force you to take data protection seriously. Companies can no longer be vague, be slow, or sweep issues under the carpet!

So what do I need to do now?
At face value, this seems like more of a quest than a project to implement these changes! However with early action and a methodical approach, ensuring compliance should be perfectly possible.

Step 1 – Right now, create a small budget and assign a board member to be accountable for this issue.

Step 2 – By the end of Q1 of 2017 ensure you and the Board understand what personal data is being managed or processed by your organisation. Where is this data being stored and how is it managed and used? What is its lifecycle within the organisation?

Step 3 – By the end of Q2 2017 your organisation will need to have a clear plan for compliance. The new legislation comes into force on 25th May 2018.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT directors. We work exclusively with SME and mid-market organisations. We are frequently involved in helping our clients solve compliance headaches like GDPR. Click Contact Us for an informal conversation.

Since this article was posted, we have created a detailed slide deck on the same subject. Follow this link to read the new article and download the slides… https://www.freemanclarke.co.uk/2017/05/10/ceos-action-plan-gdpr-one-year-to-prepare/

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Graeme Freeman
Co-Founder and Director

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