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They Bought in Case Analysis

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Case Analysis: They Bought In. Now They Want to Bail Out.
Menswear chain Mathews & Co.’s Chief Technology Officer, or CTO, Barry Golding is angling for budget to implement CRM software and has championed the effort for months, touting CRM’s far reaching potential to company department heads but during the project’s latest planning meeting, the executives involved express disappointment when they see that the initiative won’t give them everything on their wish lists. One department head is disappointed that so few of her “must have” items are in Barry's latest plan. Another is sour on the project now that he's discovered he won't get any payback for two years. The CEO, who has given the project his blessing, isn't present to back up Golding, and after the meeting Golding leaves without a sense of what he could have done to keep the department heads on his side.
What Went Wrong?
Thankfully, Julie, a teammate of Golding’s, brings to light that Barry has fallen victim to the “blue-sky paradox”. The blue-sky paradox, explains Julie, occurs when project leaders, in an effort to “sell” their project for buy-in or budget reasons, asks stakeholders to dream big. In doing so, these project leaders often encourage expectations to be set so high that they can’t be met—setting people up for disappointment. At this point in the project, Golding has essentially shopped around results, which he’s not yet sure the program will be able to deliver on. Mathew & Co.’s CEO has asked him to increase “closet-share” by helping regional managers better understand customer needs and desires--but can Golding’s CRM software deliver in the short-term, or at all? Now that he’s begun to set a more realistic expectation of the software’s capacity and capability those involved see less of a benefit to them and likely believe their budget may be better spent elsewhere. Simply put, Golding

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