ABSTRACT
This chapter discusses that organizational culture encompasses a vast conglomeration of factors, some research has revealed insights into the impact of what might be called a cultural structure on customer relationship management (CRM) initiatives. Implementing a successful CRM initiative is similar to growing a plant. The chapter includes the qualities a firm values such as prioritizing employee development, promoting wellness and focusing on diversity initiatives. A CRM strategy is born directly from organizational culture, and it requires myriad changes to organizational structures, operational procedures, support processes, and top management commitments. The chapter explores the importance of gaining user buy-in by "sellin" them on the benefits of the CRM by phrasing it in terms that demonstrate the benefit to them. The adhocracy organizational structure refers to a nimble organization, drawing from the Latin words ad hoc, which implies lack of repeatability or suggests something special that must be addressed directly.
