# Change Management Readiness Assessment ## CRM-to-Salesforce Migration — 4-Month Timeline (specific start/end dates not provided) --- ### CARD 1 — EXECUTIVE SUMMARY Overall readiness band: **CONDITIONAL**. The evidence shows no active resistance and no leadership withdrawal — but it also shows no communicated timeline, no named change champion, and a documented company-wide history of "chaotic" IT rollouts. These are governance and communication gaps rather than fundamental blockers, which is why this reads as CONDITIONAL rather than NOT READY. Readiness does **not** vary sharply by group in the evidence, because no group-specific sentiment data exists at all — what varies by group is *operational exposure* (Sales carries by far the highest stakes given heavy daily use and the 2-week full freeze), not documented readiness itself. That distinction is treated carefully below rather than collapsed into a false "Sales is less ready" claim. --- ### CARD 2 — READINESS FACTOR TABLE | Factor | Evidence | Status | Readiness Contribution | |---|---|---|---| | Leadership Sponsorship | No evidence of executive statements, budget commitment, or visible leadership backing for the migration. | UNKNOWN | Cannot be assessed — treated as an open risk, not assumed strength. | | Past-Change Fatigue | Survey of 120 respondents (out of ~265 total employees across the three named groups; no departmental breakdown given) found 65% describe past IT rollouts as "chaotic." | DOCUMENTED | Negative — this rollout starts against a documented backdrop of chaotic-rollout perception, though the survey's coverage and department mix are unstated. | | Resourcing Adequacy | No dedicated change champion has been named. No evidence on technical staffing, vendor support, or training budget. | DOCUMENTED on the champion dimension; UNKNOWN elsewhere | Negative on what's documented — no accountable owner for adoption; the rest of resourcing can't be scored. | | Communication Plan Quality | Leadership has not yet communicated the timeline company-wide. | DOCUMENTED | Negative — as of this evidence, zero formal communication has reached affected employees. | | Stakeholder Buy-In | No sentiment evidence specific to the Salesforce migration exists; the only sentiment data on record concerns past, unrelated IT rollouts. | UNKNOWN | Cannot be inferred from past-rollout fatigue (Rule 4) — this is a distinct, open question. | --- ### CARD 3 — PER-GROUP READINESS REGISTER | Group | Sentiment Evidence | Readiness Band | Note | |---|---|---|---| | Sales (180, heavy daily CRM use) | UNKNOWN — no group-specific sentiment given | UNKNOWN | Highest operational exposure: largest headcount, heaviest daily dependency, and the group most affected by the 2-week full freeze. The absence of sentiment data here is the single costliest unknown in this assessment. | | Customer Support (60, moderate use) | UNKNOWN | UNKNOWN | Moderate exposure; freeze impact on live case handling is plausible but not evidenced. | | Marketing (25, light use) | UNKNOWN | UNKNOWN | Lowest operational exposure of the three named groups; readiness gap here is the least urgent even though it is equally undocumented. | Note: the 65%-chaotic survey finding is company-wide and not broken out by these three groups, so it cannot be attributed to any one of them specifically — it belongs in Card 2's Past-Change Fatigue row, not this table. --- ### CARD 4 — READINESS DIAGNOSTIC *Scoring: 1 (weak/high-risk) to 5 (strong/low-risk). For Past-Change Fatigue and Resistance Contagion Index, a higher number reflects greater risk, not greater readiness — consistent with the worked example in Section 6.* | Factor | Score | Status | Rationale | |---|---|---|---| | Leadership Sponsorship | UNKNOWN | UNKNOWN | No evidence of executive commitment, statements, or resource backing; scoring it would fabricate information not in evidence. | | Past-Change Fatigue | 4 (risk direction) | DOCUMENTED | 65% of 120 respondents specifically call past IT rollouts "chaotic" — concrete and quantified, though the survey doesn't confirm full-population or per-department coverage. | | Resourcing Adequacy | 2 | DOCUMENTED (champion dimension only) | No named change champion is a stated fact, not an inference. Budget, technical staffing, and training capacity are unaddressed and excluded from this score rather than assumed. | | Communication Plan Quality | 1 | DOCUMENTED | Company-wide timeline communication has explicitly not happened yet — stated directly in the evidence. | | Stakeholder Buy-In | UNKNOWN | UNKNOWN | No evidence speaks to sentiment toward *this* migration; per Rule 4, general past-rollout fatigue cannot stand in for it. | | Resistance Contagion Index (OPERATIONAL EXTENSION — NOT A SOCIOLOGICAL PREDICTION) | MODERATE | INFERRED | The chaotic-rollout finding suggests a shared, pre-existing disposition across the company that could act as latent shared grievance if resistance surfaces in one group. No evidence confirms an active cross-group channel or a grievance specific to this migration linking Sales, Support, and Marketing, so HIGH is not supported (Rule 3). | **Core Readiness Reading:** The documented factors here are gaps of *omission* (no comms sent, no champion named) plus one documented *historical* risk signal (chaotic-rollout perception) — not evidence of active resistance to this specific migration. Two of the five core factors (Leadership Sponsorship, Stakeholder Buy-In) are simply unmeasured rather than negative. That combination — real but fixable process gaps, layered on genuine uncertainty about actual sentiment — is what pulls this toward CONDITIONAL rather than NOT READY. --- ### CARD 5 — RESISTANCE HOTSPOT MAP No group-specific resistance evidence exists in the input — the only resistance-relevant signal (the 65% chaotic-rollout finding) is company-wide and not attributable to Sales, Support, or Marketing individually. What can be said with evidence is a distinction between *exposure* and *resistance*: Sales' heavy daily CRM dependency and inclusion in a 2-week full data freeze make it the group where any resistance, if it exists, would carry the most severe operational consequences. This is a statement about stakes, not a claim that Sales is specifically resistant — no such claim is supported by the evidence. --- ### CARD 6 — SEQUENCING RISKS - A full 2-week data freeze lands hardest on Sales (180 people, heavy daily use); if the timeline reaches them without prior communication, the freeze itself becomes the first announcement — a pattern consistent with the "chaotic" characterization 65% of survey respondents already associate with past rollouts. - With no change champion named, there is no single owner to coordinate sequencing across Sales, Support, and Marketing, raising the risk that each group learns about (and reacts to) the freeze on a different timeline or through informal channels. - Because company-wide communication has not yet gone out, the 4-month clock may already be running against affected employees without their knowledge — compressing the window available to surface and address concerns before cutover. - Marketing's light usage means a freeze-related disruption there is unlikely to be caught early if attention and resourcing default to Sales and Support, given their higher visible dependency. --- ### CARD 7 — MITIGATION PLAN | Risk | Mitigation | Owner | |---|---|---| | No company-wide timeline communication (Communication Plan Quality, scored 1) | Issue a company-wide announcement with the 4-month plan and freeze dates well ahead of cutover, tailored by group exposure level | Executive Sponsor / Program Lead (TBD) | | No named change champion (Resourcing Adequacy gap) | Name a dedicated change champion, ideally with a point person embedded in Sales given its exposure | Program Lead (TBD) | | Documented history of "chaotic" rollouts (Past-Change Fatigue, scored 4) | Directly and explicitly address the prior chaotic-rollout perception in communications — name what will be different this time, not just what is happening | Change Champion (TBD) | | Unknown stakeholder buy-in and unknown Sales-specific reaction | Run initiative-specific pulse surveys or listening sessions per group, prioritizing Sales, before finalizing the freeze window | Change Champion / HR Business Partner (TBD) | | Moderate Resistance Contagion Index | Establish a short cross-group coordination cadence (Sales, Support, Marketing leads) during rollout to catch shared grievances early rather than letting them surface independently | Program Lead (TBD) | --- ### CARD 8 — MOST DECISION-SENSITIVE MISSING FACT **How Sales — the largest group (180 people), the heaviest daily CRM user, and the group most exposed to the 2-week full data freeze — actually reacts once the migration is formally announced.** No sentiment evidence exists for Sales specifically, and per Rule 7 any future reaction will need to be read as post-announcement (since none has occurred yet), making it a meaningfully stronger signal than anything currently on record. A strongly negative Sales reaction would likely flip this verdict toward NOT READY; a neutral-to-positive one, paired with the fixes in Card 7, would support moving toward READY. --- ### CARD 9 — METHOD NOTE This assessment is a decision-support aid, not a guarantee of rollout success — it evaluates the evidence supplied, not the full reality of the organization. It applies the five-factor Change Readiness Framework (Leadership Sponsorship, Past-Change Fatigue, Resourcing Adequacy, Communication Plan Quality, Stakeholder Buy-In) alongside the Resistance Contagion Index (OPERATIONAL EXTENSION — NOT A SOCIOLOGICAL PREDICTION), which is a coordination heuristic rather than a validated behavioral model. The three affected groups (Sales, Support, Marketing) shaped the assessment through their stated headcounts and usage intensity, which set the stakes of each unknown, but no group-specific sentiment data was supplied, so Card 3's bands are UNKNOWN rather than inferred from proximity or role similarity. Direct stakeholder conversation with each group — particularly Sales — remains the most reliable way to confirm or overturn any finding in this report. --- **VERDICT: CONDITIONAL — readiness hinges on closing three documented, fixable gaps (no company-wide timeline communication, no named change champion, unaddressed history of "chaotic" past rollouts) and, above all, on the still-unknown reaction of Sales, the group with the most to lose from the 2-week full data freeze.**