How to prepare for a successful advancement CRM migration

During my years in higher education and management consulting, I saw firsthand how challenging CRM implementation can become when an organization moves too quickly. In some cases, I have even come in to assist when implementations did not go well and ultimately required reimplementation. It is not a process anyone wants to repeat.

Evaluating your data, processes, and priorities before implementation will help ensure you are not simply replacing one system with another. You are creating the foundation for a CRM your team can adopt, use effectively, and build upon over time. 

Read on for six questions you should be asking yourself and your advancement team before migrating to a new CRM.

1. What problems are we trying to solve?

In other words, why specifically are you seeking a new CRM? Maybe your data is siloed across different offices, you don’t have AI capabilities, or your current system wasn’t built specifically for higher education. Asking yourself this question can help crystallize what features you are looking for in your next system. 

More importantly, if you are hoping to solve data cleanliness or process challenges, those are problems that won’t just disappear by switching CRMs. Take the time to think through your processes and identify which issues should be addressed before CRM shopping begins.

2. Who needs to be involved in the decision?

While your advancement team will be the primary user of the new CRM, migration will affect many groups across campus. Student affairs, endowment management, finance, HR, and more may all rely on information housed in the new system. Bringing representatives from these areas into the conversation early helps uncover shared needs and ensure the selected system supports the broader organization rather than advancement alone. 

As you engage stakeholders, do not focus only on fixing what is not working today. Ask stakeholders to imagine what a better way of working could look like. Which decisions could be made faster with better data? Which approvals or reports consume too much time? These conversations can reveal opportunities to redesign workflows and replace practices that exist only because “that’s the way we have always done it.”

3. Is our data ready to migrate?

Bad data in means bad data out, regardless of how modern or sophisticated your new CRM may be. Old addresses, duplicate constituent records, inconsistent coding, and unused fields should be cleaned, archived, consolidated, or left behind.

At the same time, identify the data that is essential to preserve. This may include frequently used reports, historical giving and engagement information, key relationship data, and fields that support important workflows. Distinguishing what is valuable from what is simply available will reduce complexity and help ensure the new CRM starts with data your team can trust and use.

4. Will the new CRM make any of our systems redundant?

Conduct a comprehensive audit of your technology stack. Document each platform your team relies on, including who uses it, what data it holds, and how that data moves between systems. This exercise can reveal data gaps, duplicate work, and fragile processes that depend too heavily on individual staff knowledge.

A new CRM should not simply become another layer in an already complicated technology environment. Many modern platforms include capabilities that can replace standalone tools, automate workflows, centralize communications, and reduce reliance on spreadsheets or bolt-on solutions. Use the audit to determine which systems must integrate with the new CRM, which should remain, and which can be retired.

5. Do we have the governance to handle migration and adoption?

Establish a governance model that defines who will make decisions during implementation and who will be responsible for the CRM after launch. These responsibilities often span multiple roles, from executive sponsors who set priorities, to data owners who approve migration decisions, and technical staff who oversee integrations and system administration. Additionally, define the role of end users, who should help test workflows, validate data, and confirm that the system supports their day-to-day responsibilities. 

Document how decisions will be made, who can approve configuration changes, who owns data quality, and how new requests will be evaluated. Without this structure, a CRM can quickly become inconsistent, overly customized, or difficult to maintain. Clear governance helps ensure the system remains aligned with institutional priorities and continues to evolve with the needs of its users.

6. How will we define success?

Success is not achieved simply because the new CRM goes live. The real measure is whether the organization works more effectively because of it. Before implementation, define the outcomes leadership expects to see, such as cleaner data, less manual work, lower technology costs, and better donor response.

Establishing these measures early creates a baseline for evaluating ROI and demonstrating that the investment delivered more than a new system. It created greater efficiency, stronger decision-making, and better advancement results.

In short, migrating your CRM is an opportunity to rethink and refine your systems. By taking the time to answer these questions before you decide on a new system, you’ll be better prepared to choose one that supports your institution’s goals long after launch.

Jenny Jones

Principal, Advancement Marketing Services

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