If you get on the wrong train, get off at the next station

I recently stumbled across an intriguing Japanese proverb: "If you get on the wrong train, get off at the next station – the longer you stay, the more expensive the return trip will be." While it speaks of trains, this adage is a powerful metaphor for many facets of life, especially for navigating failing projects—like CRM implementations.

What Does "The Wrong Train" Mean?

In simple terms, the wrong train won't take you where you need to go—or if it does, you'll arrive painfully late and exhausted by unnecessary detours. In your CRM journey, the wrong train could mean several things:

The wrong approach to project management or scoping.
The wrong partner or a vendor who's misaligned with your goals.
The wrong priorities that derail the project before it even gains momentum.

What you're likely noticing, however, isn't the 'wrong train' itself but the lack of results. Results that may be:

The absence of expected functionalities being delivered.
The failure to achieve the outcomes promised at the project's inception.

Pinpointing which wrong train you’re on is less important than figuring out how to get on the right one. Identifying the root cause will, however, help ensure you don't repeat the same mistake.

How Do You Get on the Right Train?

Just like real-life train journeys, getting back on track rarely requires starting from scratch. You don’t need to go all the way back to the start, but you do need to assess where you are, reassess your destination, and adjust your route. In your CRM project, this means understanding your current position and what you’ll need moving forward—both immediately and in the long run.

Diagnosing Where You Are and What You Need

I like to break down the recovery steps for CRM projects into two categories:

Projects still in development (not yet live for users).
Projects already live but failing to deliver.

For projects still in development:

Gather all scoping and design documents. If these are missing or incomplete, investigate how the project is being run—what’s done, who’s doing what, and what’s next on the agenda.
Hold a project status meeting. Discuss what’s been accomplished, establish realistic timeframes for upcoming tasks, and prioritise quick wins that can inject momentum back into the team.
Consider adding team members. But be mindful of onboarding costs—new team members can slow things down before they speed them up.

For projects that are live but struggling: Failures often stem from one of two sources: users not being able to effectively use the functionality provided or the solution not delivering the expected results.

If it’s a user issue, then the fix is straightforward: targeted, practical training sessions, especially if the original training was rushed, unclear – or even omitted.
If it’s a functionality problem, you may need to initiate a new project phase to build the missing pieces.

Both these scenarios tend to come from common project pitfalls, including:

Inadequate scoping. The original project scope didn’t capture the level of detail needed to achieve the expected results.
Unrealistic deadlines. Projects pressured by arbitrary or uninformed deadlines often fall apart. I’ve seen managers impose unrealistic dates, more concerned with how they appear than deliverability.
Poor decision-making. This happens when decisions are made by those without the necessary understanding of either the business needs or the technology.
Training gaps. Sometimes training is rushed, or given too early, so users have forgotten much by the time they need it.

Getting on the Right Train from the Start

Of course, the easiest way to stay on track is to board the right train at the very start. Here are a few tips to help ensure that:

Define your destination clearly. Don’t set off on a journey without knowing where you’re going! High-quality scoping that’s future-focused and process-oriented is critical.
Plan your route. Even if you know the destination, failing to plan how you’ll get there leads to unexpected surprises. Effective project management should balance understanding both business requirements and technology capabilities.
Check your progress regularly. Just like a single wrong switch can derail a train, a single poor design choice can send a CRM project spiraling. Ensure your project has regular, thorough progress checks—not just simple yes/no questions.

Ultimately, success depends on understanding:

Your business and its needs.
The technology you’ve chosen.
The methodology required for success.

Are You on the Wrong Train? Let’s Talk

If this resonates with you or your current CRM project—or if you’ve realised you might be on the wrong train—please do reach out. I'm here to help you get back on the right track.