Reimagining Change Management in SIS & CRM Implementations: Balancing Technical Fixes and Human Factors
- Mary
- Sep 4
- 2 min read
Guest Author: Minnu Paul, Director of Global Education
Implementing a Student Information System (SIS) or Customer Relationship Management (CRM) platform impacts nearly every office and stage of the student journey. Success requires balancing technical fixes with human factors—from leadership engagement to frontline staff empowerment.
1. Start with Holistic Understanding and Collaborative Reflection
Understand process, policy, and system side by side: Decisions in one area influence others.
Create collaborative space for reflection to evaluate visible and less obvious issues.
Recognize new system challenges: New platforms may introduce limitations not present in legacy systems.
Use structured prioritization frameworks like MoSCoW (Must have, Should have, Could have, Won’t have) and RICE (Reach, Impact, Confidence, Effort) to focus on what matters most.
Combine frameworks, process insight, and empowered facilitators to maximize learning, system functionality, and institutional capacity.
2. Lead the Human Side with Steadiness
Communicate must-haves vs. nice-to-haves and acknowledge unknowns.
Share information timely and accurately, safeguarding sensitive details.
Maintain morale: acknowledge frustrations, celebrate wins, and redirect energy toward solutions.
Distinguish learning curves from true system limitations.
Model humility and steadiness to guide the team through challenges.
Frameworks like MoSCoW and RICE help leaders make evidence-based decisions, reducing conflict and building trust.
3. Prioritize Pain Points Wisely
Leaders naturally notice visible, high-impact issues, but less visible challenges may be equally critical.
Structured prioritization balances visibility and impact across departments.
MoSCoW and RICE frameworks ensure all perspectives are considered, creating alignment, transparency, and trust.
4. Pair Institutional Memory with Fresh Perspectives
Veterans: Bring deep knowledge of existing processes, policies, and workarounds.
Newcomers: Offer fresh perspectives from other systems or institutions.
Pairing both allows the team to merge historical knowledge with innovative thinking for practical, forward-looking solutions.
5. Lead Without Luxury: Build Capacity From Within
Identify internal facilitators, offering stipends or protected time.
Form cross-functional task forces across impacted offices.
Use a train-the-trainer model to spread knowledge effectively.
Launch phased implementation: skeletal systems first, then advanced modules.
This maximizes expertise, builds institutional memory, and reduces reliance on external consultants.
6. Sustain Momentum After Go-Live
Go-live is a starting line, not an endpoint.
Key strategies:
Departmental improvement plans (30/60/90-day goals)
Feedback loops: retros, office hours, and issue logs
Knowledge artifacts: job aids, videos, FAQs, searchable guides
Data governance: regular review of integration, reporting accuracy, and data quality
Facilitators must:
Continuously learn the system and stay updated
Train and progressively empower ground staff
Support teams in identifying and resolving pain points
7. Culture and Leadership Make or Break Implementation
Success depends more on leadership engagement and institutional readiness than on the sophistication of the system.
Leaders set the tone: transparent, steady, and iterative.
Culture, structure, and disciplined prioritization ensure transformation delivers lasting impact.
Conclusion
Reimagining change management in SIS and CRM implementations means balancing technical clarity with human connection. By prioritizing strategically, empowering facilitators, and fostering collaborative leadership, institutions don’t just implement a system—they strengthen their capacity to adapt, learn, and transform the student experience from inquiry to graduation.
