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TheGovernmentExecutiveSeriesCRMinGovernment:BridgingtheGapsC2SectiontitleAboutAccentureAccentureistheworld’sleadingmanagementconsultingandtechnologyservicescompany.Committedtodeliveringinnovation,Accenturecollaborateswithitsclientstohelpthemrealizetheirvisionsandcreatetangiblevalue.Withdeepindustryexpertise,broadglobalresourcesandprovenexperienceinconsultingandoutsourcing,Accenturecanmobilizetherightpeople,skills,alliancesandtechnologies.Withmorethan75,000peoplein47countries,Accentureworkswithclientsinnearlyeverymajorindustryworldwide.Throughtheintegrationofconsultingandoutsourcing,Accenture:•Identifiescriticalareaswithpotentialformaximumbusinessimpact.•Innovatesandtransformstheprocessesinthoseareas.•Deliversperformanceimprovementsandloweroperatingcostsbyassumingresponsibilityforcertainbusinessfunctionsorareas—andAccentureholdsitselfaccountableforresults.Accenturegeneratednetrevenuesof$11.6billionforthefiscalyearendedAugust31,2002.Itshomepageiswww.accenture.com.1TableofcontentsForeword..............................................................................................................................................................................................2Introduction........................................................................................................................................................................................3WhatisCRM?..............................................................................................................................................................................3HowtheCRMlandscapehaschanged.................................................................................................................................4Fivekeyfindings...............................................................................................................................................................................6Implicationsforexecutives.........................................................................................................................................................18Thewayforward.......................................................................................................................................................................20Keypointstoconsider............................................................................................................................................................20Conclusion........................................................................................................................................................................................23Appendix:researchmethodology..............................................................................................................................................242ForewordInlate2001,Accenturebeganstudyinghowtheconceptscollectivelyknownascustomerrelation-shipmanagement(CRM)werebeingappliedingovernment.AlthoughCRMhadbecomeatoppriorityinbusinesscircles,littlehadbeenwrittenabouthowthepublicsectormightuseitsprinciplestoimproveservice.Webelieved(andstillbelieve)inthegreatpotentialofCRMtohelpgovernmentachieveitsgoalsofdevelopingmodelsofservicethataremorerespon-sive,morecitizen-centricandmoreefficient.YetwhilewediscoveredagreatwillingnesstoputCRMprinciplestoworkforgovernment,wealsofoundalargedisparitybetweenthepositiveattitudestowardimplementingCRMcapabilitiesandtheactionsgov-ernmentsweretakingtodevelopthosecapabilities.In2003,wehavebuiltonourinitialstudytodeter-minetheextenttowhichgovernmentshavetakenstepstoclosethisgapbetweenattitudeandactiontomakeCRMarealityinthepublicsector.Wereviewedagencies’visions,strategiesandimplemen-tationprogramstodeterminewhetherattitudeshadchanged,tounderstandcurrentandfutureprioritiesforCRMinitiativesandtoidentifyareasofbestpracticerelatingtoCRMingovernment.Inthisstudy,wefoundmuchgreaterwillingnesstoembracethelanguageandprinciplesofCRM.WefoundthatgovernmentsweretakingdecidedstepstoimprovetheirCRMcapabilities—investingsignifi-cantlyininitiativestoimproveservice.However,whilewefoundastrongpositiveattitudeandsomepositiveaction,wealsofoundthatgovernmentsarestrugglingtorealizethebenefitsexpectedfromdevelopingmodernCRMcapabilities.Manystillhavenotbeenabletobridgethegapbetweentheenvi-sionedimpactofCRMandtheircurrentexperience.Wesetoutourkeyfindingsinthisreport,CRMinGovernment:BridgingtheGaps.WealsosuggestcertainactionstohelpgovernmentexecutivesimplementCRMinitiativesthatwillbetterfulfilltheirexpectations.PaulCrookPartner—GovernmentCRMServices—AtlanticandEuropeAndrewSimmondsGlobalManagingPartner—GovernmentCRMServicesStephenJ.RohlederGroupChiefExecutive—GovernmentOperatingGroupWhatisCRM?Forseveralyears,Accenturehasbeensurveyingtrendsingovernmentservicedeliveryaspartofourdesiretostaycloselyconnectedwithcurrentgovernmentthinkingandtoshareexamplesofinnovativepracticesamongourpublic-sectorclients.1Wehaveidentifiedagrowingtendencyamonggovernmentagenciestotreatcitizensandbusinessesasc