5 most common mistakes that turn a CRM project into a costly fiasco

The implementation of a CRM is often presented as a formality. We sign, we migrate the data, we train the teams... and everything works as if by magic. In reality, it is one of the most complex projects and the most exposed to the risk of failure, in the same way as an ERP project, which also requires great rigor.

Chez Lakhos, a HubSpot agency based in Montreal, we have supported organizations of all sizes: from small businesses and agile SMEs to large structured groups. We've seen one constant: it's never just the tools that cause failure, it's how they're deployed.

Here are the 5 most common mistakes that can turn a CRM project into a costly fiasco, and our tips for avoiding them.

Thinking that CRM is an IT project

Beyond the technical aspects, a CRM project first of all affects culture and internal perception. When it is decided solely by management and managed exclusively by the IT department, it is often perceived as a surveillance tool or an administrative constraint.

Result: field teams see it as a simple way to “raise the numbers” rather than real support to sell more or offer a better customer experience. Once this mistrust is established, it is difficult to correct it, even with the best software.

Success is based on collective ownership. Each department needs to understand what is at stake:

• sales simplify prospecting and following up on opportunities,
• marketing better segments its bases and customizes its campaigns,
• management benefits from reliable dashboards to manage performance.

That's where the RevOps : the alignment of revenue generating departments (sales, marketing, customer service) with operations and leadership. Without this shared vision, technology alone won't create buy-in.

Not clarifying concrete goals

Many businesses launch with commendable but too vague intentions: “centralize our data”, “gain in professionalism”, “better follow our prospects”. These formulas are reassuring on paper, but they lack precision. Without clear and measurable goals, a CRM project quickly becomes a catchall where everyone projects their expectations, which are sometimes contradictory.

The risk is twofold: first, you won't be able to prioritize features that are really useful. Do you want to improve prospecting? Accelerate the conversion? Increase loyalty? Without accurate answers, you risk spending time on modules that no one will use. Then it will be difficult to prove the return on investment. How can you demonstrate impact if you haven't defined indicators from the start?

At Lakhos, we like to dissect CRM objectives through 4 main axes:

• Volume : increase the number of new opportunities?
• Value : increase the average sales value?
• Velocity : speed up pipeline management and reduce the sales cycle?
• Conversion : improve the closing rate and therefore the overall revenues?

Before making any technical decision, concrete operational objectives must be formalized and to maximize ROI, choose a priority objective and focus your efforts on it. Only then expand the scope.

Underestimating data quality and preparation

Many believe that a new tool will automatically correct existing data problems: duplicates, outdated information, missing fields. In reality, a CRM does not improve your data, it organizes it. If the starting base is messy, the tool will only accelerate the dissemination of inaccurate or incomplete information.

Data quality is critical to building trust. Teams need to be confident that the information they're looking at is reliable and actionable. Before implementation, it is necessary to clean and deduplicate the databases, standardize the formats, complete the key data and define clear updating rules. This work may seem tedious, but it is the job that turns a CRM into a truly useful tool rather than an empty shell.

Just train once

Organizing a single dense training session to “check the box” is a common mistake. After two hours of demonstration, most users quickly forget the essentials. Reflexes don't set in, best practices aren't integrated, and adoption is eroding.

Training should be a continuous process.

Training must be a continuous process, adapted to the daily life of the teams:

• short and targeted modules,
• concrete cases linked to their reality,
• tutorials available at any time,
• regular meetings with managers to validate adoption.

The presence of an internal project manager, able to support colleagues and answer questions, also plays a crucial role.

Not forecasting evolution and continuous improvement

A CRM is never fixed. Markets are changing, teams are evolving, priorities are changing. Still, many consider the project to be complete on the day of deployment.

Without regular adjustments, the tool may lose relevance. Workflows defined at the beginning may no longer correspond to real needs. Users then turn away from CRM.

To avoid this, a continuous improvement logic must be integrated from the beginning: collecting feedback, measuring actual use, adjusting processes and updating the tool at least once a quarter. This regular adaptation extends the value of the investment and maintains the commitment of the teams.

Conclusion

The implementation of a CRM is not a traditional IT project: it is a strategic approach that impacts the entire organization. To avoid pitfalls and maximize the return on investment, remember these key points:

• CRM is above all a collective project, not just a technological tool.
• Clear and measurable goals are essential to guide each step.
• Data quality determines the true value of dashboards and forecasts.
• Continuing training ensures sustainable adoption by teams.
• Continuous improvement turns CRM into a living asset, aligned with the evolution of your business.

Chez Lakhos, partner HubSpot, we believe that a successful CRM project is based on a clear vision, solid data and team buy-in. Well done, a CRM becomes a powerful driver of growth, efficiency and collaboration.