Mémoire-projet

Abstract

This thesis explores the critical role of change management strategies in ensuring the successful implementation of a Customer Relationship Management (CRM) system, specifically Microsoft Dynamics 365, within Eloy Water, a division of the Eloy Group specializing in water management solutions. As part of its digital transformation and rapid growth strategy, Eloy Water aims to optimize customer interactions, boost internal process efficiency, and foster sustainable commercial development through CRM adoption. The implementation of a CRM is not merely a technological upgrade. It represents a profound organizational transformation affecting people, processes, and corporate culture. Despite the initial deployment of the tool, resistance to change has hindered its full integration, threatening to undermine its strategic value. To address these challenges, this thesis evaluates two prominent management models : Kotter’s 8-step process and Hiatt’s ADKAR model. Through literature review, qualitative interviews, and internal diagnostics, a hybrid and pragmatic model is proposed. It aligns organizational vision with individual readiness, emphasizing inclusive leadership, cultural anchoring, user training, and ongoing reinforcement. Key findings highlight the importance of building internal coalitions, customizing communication strategies, identifying change agents, and establishing performance indicators to track progress. The research further underscores that technological tools must be paired with human-centric approaches to create lasting change. Ultimately, this study offers actionable recommendations for Eloy Water to secure CRM adoption and enhance customer-centric performance. It also provides a replicable framework for other organizations undergoing digital transformation in similar industrial contexts.