For banks, Customer Relationship Management (CRM) is an opportunity to create long-term relationships with customers with the intention of offering value for both the customer and the bank. In order to offer the best possible service to each individual customer and meet their expectations, bank staff need to choose the right approach based on the information provided by CRM tools. The distribution of resources in the various banking departments has changed over time to meet the demands set by the customer and is constantly changing. Advances in technology have also contributed to the introduction of new work processes, such as automation, which enabled further restructuring of the business to achieve better results. 

The goal of this study is to investigate how the interaction between the department of private advisement (core business, IT-reliant work system) and the CRM department (supporting information system), in a large Scandinavian bank, is affected by the increase of automated solutions within CRM work processes. A qualitative research method has been adopted and the study has been carried out as a case study where interviews have been conducted. The aim was to create an understanding of how CRM work processes are connected and how the overlap between the two departments changes through increased automation. The studies outcome may be summarized as follows: The change has caused several tasks and work processes to be shifted from the department of private advisement to the CRM department. The advisers used the released resources for even more specific advice, while the CRM department instead got more working time and the opportunity to keep in direct contact with the customers, which created a more operational role in the investigated organization.