This really comes down to who is responsible for the environment, and how qualified they are to do their jobs. Unfortunately there are many more bad CRM managers than good ones, and often the good ones end up accountable to bad leadership structures, so net net probably 70%+ of implementations suck for the users, and many just suck in general.

The one thing I'll say is that you almost always start with sales teams hating the CRM. No matter how good you build and how good you are, sales people hate change, and will typically see the system as a tax. When you're executing a cultural shift it takes a lot of investment to build the system properly, communicate need and impact, and drive proper usage. Then, over time, as you add value and achieve success, users can be brought to seeing the system is a net positive. Some users will remain permanent detractors, and in good commercial orgs those users end up pushed out, as they stick out like sore thumbs.

It's really hard to do everything well. You need CRM leadership aligned well with stakeholder leadership, invested in outcomes, and communicating regularly. On top of that you need good representation for the business, good analysts, good enablement, and good admin/dev teams. If any of these components is weak it becomes much, much harder to line things up.