the CRM project was a cross-functional undertaking, BMC’s leadership tapped the vice president of sales for North America and the manager of marketing programs for North America to head up the initiative. The marketing duo’s commitment to defining the CRM program’s requirements up front and articulating its benefits to employees proved to be critical. They carefully aligned every change with budgeted sales targets to show how CRM would help the sales force attain its goals. And they involved many more employees, with as many as 175 people helping to develop the new program’s configurations and serving as its early champions.