Business leaders need to know what’s changing and why it matters. Instead of presenting the migration as a technical necessity, frame it as a way to solve existing challenges (slow processes, limited growth, poor user experience) and unlock future opportunities (faster product launches, better analytics, new market expansion).
Defining business-focused KPIs is key. Move beyond metrics like uptime to ones that demonstrate tangible value, such as improved sales productivity, reduced process time, or enhanced customer insights.
Buy-in starts with involving the right people early – from executives to end users: map who will be affected, their influence, and their likely concerns.
Tailor your communications to each audience, focusing on benefits, timelines, and their role in success. Keep language business-friendly and consistent, and ensure there’s a channel for feedback. Visible executive sponsorship is critical. Provide leaders with clear, high-level talking points so they can effectively champion the migration.
Veeva CRM will reach end-of-life by 2030. For life sciences companies, this means planning a smooth transition to Veeva Vault CRM or alternative solutions. Discover how Craftware helps minimize risk, ensure compliance, and turn migration into an opportunity for transformation.
Requirements gathering should be a joint effort. Collaborative workshops and user story mapping help business teams express needs in ways that IT can translate into solutions.
Data quality is just as important. The business must be involved in cleansing, validating, and owning its data. Show how clean data leads to faster analytics, better decision-making, and AI readiness.
Even the best system will fail without user adoption. Assess the business impact by role (what processes change, what systems retire) and design training that reflects real-world tasks, not just system navigation.
Partner with change champions across the business, equipping them with templates, FAQs, and communication tools to ease transition.
Risks to business continuity, compliance, and customer experience should be managed together. Create a shared risk register, develop contingency plans, and test rollback scenarios so that everyone is aware of the plan in case issues arise.
User Acceptance Testing should be business-led, with scenarios based on real workflows. This not only catches issues early but builds confidence before go-live.
Dedicated business SMEs are essential for accurate requirements, relevant testing, and effective training, but they require time and budget to participate. Make the case for their involvement as a driver of ROI and long-term system performance.
Include business-side costs in project plans and foster a culture of joint problem-solving when challenges arise.
The most successful migrations aren’t just executed well, but they are also widely embraced across the business. When IT engages stakeholders, speaks the language of business, and shares ownership of outcomes, migration becomes more than a technical achievement. It becomes a catalyst for new capabilities, innovation, and growth.
- Business Systems Analyst
-
A business analyst with extensive experience across all stages of the customer lifecycle, having worked in marketing, sales, and customer service, though most closely connected to the former. He has extensive experience in the Life Sciences industry, where he serves as a business analyst and is currently involved in Veeva migration activities. For several years, he also conducted practical postgraduate courses in Salesforce CRM and Marketing Automation at one of Warsaw’s universities.
