Our Approach When Project One joined the CRM programme, it quickly became clear that fragmented reporting and poor collaboration were holding back delivery. The readiness team relied on outdated tools like Word and Excel, making it difficult to track progress or engage effectively with the 25 agile scrum teams. To address this, Project One helped the team adopt agile tools like Confluence and Jira, streamlining reporting and improving visibility. As a result, delivery performance rose from 70% to nearly 100% per sprint. Key improvements: Unified reporting through platforms such as Jira and Confluence Replaced manual methods with real-time collaboration Significantly boosted sprint delivery success. To tackle team friction and siloed working, Project One introduced structured workshops, face-to-face sessions, and clarified roles and responsibilities. This helped bridge the gap between customer-facing and technical teams, fostering stronger collaboration and accountability. Overall impact included: Better alignment across business and technical teams Increased trust and ownership Greater confidence in agile ways of working. By improving tools, teamwork and communication, Project One enabled the readiness team to fully support CRM delivery, helping the airline stay on track and realise business value.
How a Global Airline Transformed CRM Readiness with Strategic Change Management
The Challenge The airline struggled to align its business readiness and change teams with the fast-paced CRM programme. With change specialists split between customer service and corporate teams, conflicting perspectives and a lack of cohesion emerged. The readiness team solely responsible for business preparation had to coordinate with 25 scrum teams on two-week sprints, but lacked the technical understanding and accountability to effectively relay critical updates. High project manager turnover, organisational silos, and rapid delivery cycles further compounded the issues, leading to delays, declining customer satisfaction, and a demoralised team. Without a structured Change Management approach, the programme’s potential was at serious risk.
The airline launched a £40M CRM transformation to enhance customer experience and unlock over £60M in benefits. To ensure lasting success, Project One was engaged to help the business change team build a robust Change Management framework.
The Value Add and Outcomes Change management led to a major turnaround in CRM readiness and adoption. The business change team took ownership of their roles, gained clarity on technical delivery, and crucially earned the trust of the wider business. For the first time, teams felt confident in the CRM programme’s direction, especially during key planning sessions. With agile tools and improved reporting in place, the team could quickly assess sprint and release impacts, aligning more effectively with business goals. The readiness team became self-sufficient and no longer relied on external support, marking a milestone in capability development and long-term CRM success. Lasting benefits included: Stronger cross-team collaboration Clearer visibility and faster decision- making Sustainable internal capability for continuous improvement. Project One Value Add Helped break down silos and embed change practices Built trust across diverse teams and complex dynamics Took a practical, hands-on approach that differentiated us from traditional large consultancies. Project One proved to be a trusted partner in delivering meaningful, long- lasting change.
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real change • real difference
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