For as long as I have been writing or giving speeches about CRM I always talk about how difficult it is to really be successful with a project when the approach is all about technology.  Technology is but one tool and it is people and process that make the technology seem to come alive.  When this magic happens employees know the value of their system becuase it makes them better at their given job description. The challenge here is the inherent ability or inability to get peope to accept change to adhere to a process for the good of all.  Therefore, unless you change the way people think then you will not be able to change their behaviors.

So let's jump into the structure of the accounting industry and sluggish adoption of CRM into this industry.  By the way, your firm may be as resistant to change but this example is one that I dealt with most recently.  Most CPA firms are setup in a heirarchy of partners and associates doing much of the day to day work in an attempt to "earn their stripes" and achieve partnership.  The business development is handled by the more seasoned partners and the work is handed out to the associates who are concentrated in billable time and completing the various projects.

For most accounting firms the partners work on client acquisition and build their clientele over a long period of time.  Historically, these clients have also stayed for 10 to 20 years and that is the frame of reference that most partners have in their frame of reference for their perceptions of building and maintaining a firm.  Fast forward to today's reality and change is in the air.  Clients have become more and more willing to change accounting firms and partners have had a hard time changing their behavior to meet the existing challenges.

So, how does CRM come into the mix?  First, form many of these firms, rather than try and introduce a concept of formal business development teams, it really hasn't been an option.  In order to grow many accounting firms have chosen to either be swallowed up by a larger firm and other firms have been the acquirer in order to meet growth objectives.  Those firms that have chosen to introduce the concept of CRM they have done so with limited understanding of what mainstream customer relationship management is all about.

The firms that have chosen to take the leap into CRM have been doing so with technology partners focused on technology packages centric to the accounting industry.   The challenge is that the concept of many of these technology firms also have a very myopic view of what CRM is as well.  The end result has been many firms that perceive themselves to be involved with CRM when they have done little more than enhance their abiliy to do improved mass communications or centralize documents related to certain accounts.

The most interesting circumstance in this particular industry is that when you analyze their critical needs many of these firms would be best served by implementing more of best of breed technologies from technologies companies that specialize in the CRM space.  These firms have the need to deal with customer service types of issues, market to their prospects and client base, and also to have formal processes around developing new business.  These are the pillars of CRM as we know it today.

Why then, are so many firms unwilling to jump into the mainstream?  No one can say exactly but I would suggest that the group decision making that handles new initiatives for many firms is centered in their own frame of reference.  When introduced to a new concept that may be the most beneficial partners of these firms tend to fall back to what is known in their industry rather than what may be the best solution.

If you find yourself in this type of situation I suggest that you take the time to evaluate what may be best for your firm not just the most convenient or well known alternative.