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Domain 6: Process
Tina Phillips, Deloitte Consulting LLP
Steve Mooney, Salesforce.com Global Services
Global Enterprise Best Practices
Safe Harbor Statement
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates.
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Agenda
Introductions
Salesforce.com – Global Deployment Challenges &
Considerations
Steve Mooney, Engagement Manager, Enterprise
Services
Deloitte – The Global Deployment Framework
Tina Phillips, Principal, Enterprise Applications
Question & Answer
So You’re Thinking of Going Global…
Who should see the data? Which data should they see? How do my geographies do business differently? What features or design should I enable differently for the
different regions? What is common among them all? How do these groups forecast? What expectations have my
country managers set for their teams? How do their compliance and trade laws differ, and how
should that effect how we design and deploy this solution? How will we train and deploy to these geographically
dispersed groups? How will we support them and address change requests
once the solution is live? How can I be sure they will even use this system we are
building for them?
Consider Your Implementation ApproachAn efficient implementation must address the following topics
Design Guidelines Help drive consistency in an implementation, including the security model, change
management, naming conventions for customizations, etc.Data Strategy
Data quality and potentially dirty customer data could significantly impact adoption. An effective data strategy must address combining current information with Salesforce information as data is migrated from the current environment.
Release Management Strategy Leveraging the Apex platform to enable releases, and producing a change control process
that defines how change requests are handled, the associated approval process, and when approved changes will be scheduled into the release management cycle.
Integration Strategy With Apex Connect, salesforce.com provides five paths to integration success by leveraging
new technologies—including Web services, multi-tenant architectures, and publicly available APIs—and an extensive integration partner ecosystem.
Deployment Strategy A deployment strategy should focus on two key areas: business readiness and cutover.
Business readiness defines the business activities and the team focus that must take place at the transition. Cutover includes the technical activities that need to happen, including user set-up, data migration, integration, and configuration.
Support Strategy The leader of the support team as a member of the core team should begin to actively
participate in all meetings during the initial phases of the implementation. The rest of the support team, which may be distributed geographically, will become involved in earnest once the solution is deployed.
Consider the Stages of Adoption
Awareness
Acceptance
Adoption
Commitment
High
Low
Time
Design Deploy Beyond Go-Live!
AnnouncementBroad communication stating vision, benefits, and timing
Phase IBasic functionality - initial training, reports and dashboards designed, power users identified
Phase I IAdvanced functionality – refresher training, workflow and scontrols to support business processes, reports and dashboards for decision support
PhaseN
Salesforce becomes part of organization’s DNA, usage is on critical path, innovation with Apex platform and Apex Code
Encouraging Adoption
To move end users along the adoption curve,
business owners must
Ensure executive sponsorship
Develop a strategic adoption plan
Develop a communication plan
Schedule ongoing leadership planning
Define & reinforce relevant business processes
Why Define & Reinforce Processes?
Business processes are becoming more important as customers' expectations are increasing and
there is a need to become focused on providing customer value
Dramatically lower costs
Much faster processes
Exceeding high quality
Less frustrated workers
Happier customers
Myths of Business Process Redesign (BPR)
The Myth of the Clean Slate: Regardless of Hammer's exhortation: "Don't automate, obliterate!" clean slate change is rarely found in practice. A "blank sheet of paper" used in design usually requires a "blank check" for implementation. Hence, a more affordable approach for most companies is to use Clean Slate Design which entails a detailed vision for a process without concern for the existing environment. However, the implementation is done over several phased projects
The Myth of Information Systems Leadership: In contrast to the much touted leadership role, Information Systems (IS) is generally viewed as a partner within a cross- functional team that is generally headed by a non-IS project leader and a non-IS business sponsor who have better control over the processes that are being redesigned
The Myth of Top-Down Design: The implementation and execution of the redesigned processes depends upon those who do the work. Hence, the participation, and more importantly, acceptance and ownership, at the grass roots level is essential for successful BPR
The Myth of Reengineering vs. Transformation: BPR is a process that contributes to organizational transformation (OT), however it is not synonymous with transformation. OT generally involves broad changes in other organizational dimensions besides the work processes: such as organizational structure, strategy, and business capabilities
Davenport, T.H. (1994 July). "Reengineering: Business Change of Mythic Proportions?" MIS Quarterly,
Some BPR Challenges
On the surface, process automation makes good sense to organizations. However, there are four problems:
1. Organizations need to identify the owners of each process. In most organizations, parts of a process are owned by various departments and individuals, but no one person has control, or even visibility, across an entire process. As a result, most organizations will focus on departmental processes, such as sales, marketing and customer service. However, this leads to the second problem
2. Many departmental processes cross departmental boundaries, and attempts to address it can be hampered by political issues
3. The third problem is that there is a large difference between the organization’s and the customers’ views of processes. As a result, organizations need to start with the customer and work their way back into the organization
4. Most organizations have between 600 and 1,000 processes that need to be examined. This problem is the largest of all
From “Ten Secrets for Creating a Customer-Centric Enterprise “ Gartner RAS Core Research Note G00136913, Scott D. Nelson, 22 December 2005.
Recommended BPR Approach
Client Input & Participation
KEY OBJECTIVES
KEY DELIVERABLES/OUTPUT
Avoid repeating old mistakes and provide a baseline for future improvements
Specific business objectives such as Cost Reduction, Time Reduction, Output Quality improvement
Focus on the most important processes or those that conflict most with the business vision.
Develop Business Vision
and Process Objectives
The actual design should be viewed as a prototype, with successive iterations.
• To-Be Process Models and Rules
• To-Be Organization Blueprint
Identify the Processes to
be Redesigned
Understand and Measure the
Existing Processes Identify IT Levers
Design and Build Prototype of New
Processes
IT capabilities can and should influence process design
Davenport, T.H. & Short, J.E. (1990 Summer). "The New Industrial Engineering: Information Technology and Business Process Redesign," Sloan Management Review,
Documented process vision and objectives
Processes identified
Refined High-Level Requirements
Business Process Improvement Possibilities
IT Levers Documented
Process Redesign with Salesforce.com
Three Approaches to Drive Process Change
1. Use our CRM applications to automate many processes that cut
across sales, service, and marketing
2. Find applications and components on the AppExchange to enable
many more processes. These solutions are pre-integrated with
Salesforce and enable processes even beyond CRM
3. Create your own unique on-demand applications or modify existing
Salesforce applications by using our point-and-click tool, the
AppExchange Builder
How do we structure our salesforce.com deployment
to drive process change on a global scale?
All About Deloitte
• INDUSTRY: Consulting
• EMPLOYEES: 10,000+
• GEOGRAPHY: Global
• # USERS: thousands based on internal usage and with our global clients
• PRODUCT(S) USED: SFA, Service & Support, Marketing, Recruiting
Deloitte Consulting LLP is one of the world’s leading consulting services firms with a focus on business strategy, operations, technology, and human resource planning. We bring together a unique experience, scale, and capabilities to help clients address their most complex business problems
Global Deployment– Key Challenges
Business Challenges• Is there a compelling case for global project – customers, cost
drivers, etc• Do all countries need standardized processes, metrics, and
technology?• Do the economies of scale for a centralized & standardized
process/technology outweigh the demands for localization• Is the global organization ready for change?• Who in the organization has the $$$ to drive global
implementation of a sales, marketing and service applications?
Technology Challenges• The technology is the easy part!
The Global Deployment Framework provides five key dimensions to guide your successful salesforce.com global implementation
Global Deployment Framework
Pre
req
uis
ites
Pre
req
uis
ites
Pla
nn
ing
Pla
nn
ing
Bu
sin
ess
Ca
seB
usi
nes
s C
ase
ApplicationApplication
SupportSupportChange Management
Change Management
TrainingTraining
Deploy-ment
Deploy-ment
Center of Excellence
(COE)
Center of Excellence
(COE)
Process and applications options
• Common processes and metrics
• Potentially use pilot country to define new processes and IT standards
• Independent implementation of local solutions
Option 1: Common processes & independent technology
• Common business processes
• Initial salesforce.com kernel with ongoing centralized updates for local adaptations
• Central development
• Rigorous change control
Option 3: Dynamic kernel + local additions
Multi-country Requirements
Sys.1
Sys.2Sys.4Sys.3
Req.
Development Center /Change Authority
Kernel
Kernel
KernelKernel
Kernel
Represent individual functionalities
• Common processes and metrics
• Centralized salesforce.com kernel -- on the shelf when each country is ready
• Localized adaptation of kernel owned by country
Option 2: “Starter Kit’ and local deployment
Kernel
KernelKernelKernel
Kernel
Development Center
Key Aspects of localizing the kernel
Internationalization Language
Screens/views Handheld PDA
views Multi lingual pick
lists Currency support Date/Time format &
Time zones Address formats
Configuration
Display salesforce.com views based on local needs
Some kernel functionality is not required for all countries
Customization for Country specific requirements (max. 10%)
Understand data privacy /collection laws by country
Change Management
1. Change Readiness Assessment• Identify pain points• Develop plan to overcome
resistance
2. Stakeholder Analysis• Identify and assess stakeholders• Prioritize how each group based on
change impact
3. Change Champion Network• Identify suitable Change
Champions• Build a clear structure and
procedures for working/acting as a Change Champion
4. Communication Plan and actions
• Ensure that accurate information
is conveyed at the right time to
the right people
• Outline the appropriate
messages, media, audience
5. Roles and Responsibilities/ Change
Impact Analysis
• Assess roles impacted &
expected reactions
• Define new roles/responsibilities
C o m m u n ic a t io n s P la n A v e n t is .c o m C o u n t r y S i t e P r o je c tO b je c t iv e s : A w a r e n e s s , E d u c a te , In f o r m a t io n , U n d e r s ta n d in g , C o m m it t m e n t
1 2 3 7 8P r e r e q u is it e E v e n ts a n d /o r D e l iv e r a b le s
M o n th s o f A c t iv i ty V e h ic le
K e y M e s s a g e s
D e liv e r y D a te
W h o D e v e lo p s
W h o D e liv e r s C
om
ple
te
A u d ie n c e G r o u p s4 5 6 9
C o m m u n ic a t io n s P la n A v e n t is .c o m C o u n t r y S i t e P r o je c tO b je c t iv e s : A w a r e n e s s , E d u c a te , In f o r m a t io n , U n d e r s ta n d in g , C o m m it t m e n t
1 2 3 7 8P r e r e q u is it e E v e n ts a n d /o r D e l iv e r a b le s
M o n th s o f A c t iv i ty V e h ic le
K e y M e s s a g e s
D e liv e r y D a te
W h o D e v e lo p s
W h o D e liv e r s C
om
ple
te
A u d ie n c e G r o u p s4 5 6 9
Training Options
Option 1:
Central training development and delivery
Option 2:
Local training development and delivery
Option 3:
Central development with Local adaptation & delivery
• Central content development and training methods
• Central selection of training provider
• Central tracking of training results
• Local development of training material and delivery methods
• Local decisions on external training providers
• No central tracking of training results
• Central definition of standards & material development with local adaptations
• Training delivery per local requirements
• Central tracking only of core training results
A B DC
Countries
A DCB
Countries
Localization in the countries
Global training media
Live Collaboration
Video Conferencing
Virtual Classroom
Learning Portal
Web
Conferencing
Multimedia CBT /
CD ROM
Salesforce.com CBT’s and classroom delivery
Deployment options
Option 1:
Sequential roll-out
Option 2:
Parallel roll-out
Option 3:
Interlocked roll-out
• One country at a time
• Takes the longest to complete
• High leverage of learnings from previous roll-outs
• Smallest roll-out team size
• All or multiple countries in parallel
• Fastest completion
• No leverage of learnings
• Biggest roll-out team size
• Country roll-outs overlap
• Moderate completion time of overall roll-out
• Some leverage of learnings
• Medium roll-out team size
Support Options
• A central support team provides the full breadth of services to each of the countries (in house + salesforce.com support)
Option 1:
Centralized support
• In each country, local support teams provide the full breadth of services
Option 2:
Localized support
• 1st level support is provided locally
• 2nd and 3rd level is in the responsibility of a central support organisation (in house + salesforce.com support)
Option 3:
Combined local & central
Countries A DCBCountries
A DCB
Central
B D
A C
Countries
Unlimited Edition customers leverage Salesforce.com Premier Support with Administration to guide and centralize Application modifications
The Center of Excellence (COE) is the ‘center of the universe’ for a successful global project
Global Deployment Framework
Pre
req
uis
ites
Pre
req
uis
ites
Pla
nn
ing
Pla
nn
ing
Bu
sin
ess
Ca
seB
usi
nes
s C
ase
ApplicationApplication
SupportSupportChange Management
Change Management
TrainingTraining
Deploy-ment
Deploy-ment
Center of Excellence
(COE)
Center of Excellence
(COE)
COE Management
–--
–
–
Design Authority Change & Training
Knowledge Management
Support• Monitor centralized Support & System Administration
• Review service level agreements
• Maintain technical environments for rapid prototyping and solution assessment
• Define standardized processes and metrics
• Support development of functional & technical designs to ensure consistency to standards
• Manage application & re-use management across regions
• Manage change controls
• Plan communications• Develop communication content
• Support user training content development and management
• Supply training staff where and when necessary
• Manage centralized training delivery logistics
• Define & maintain delivery methodologies and standards
Vendor Management
• Manage relationships with salesforce.com and third-party vendors
Governance• Develop standards and manage compliance
Sample – Global Implementation Approach
–--
–
–
Phase 1: Plan & Prepare
Tran
sition
COE Management
Design Authority Country Readiness Governance Regional Strategy
Phase 2: Roll-Out Phase 3: Support
Support Ramp-up
Global 3rd PartyDeloitte Consulting AMO
PfizerPfizer
1st LevelIncident
Management
1st LevelIncident
Management
PfizerUser
Community
PfizerUser
Community
DC3th LevelSupport
DC3th LevelSupport
1
5
Pfizer2nd
LevelSupport
Pfizer2nd
LevelSupport
DC interaction with xxx
DC interaction with xxx
4
Open a Call
Close the Call
32
Project PersonnelCOE Staff
SLAs
Solution CentreSupport and Maintenance
EscalationFramework
Configuration Mgmt.
Testing & Release Management
Localize Test Deploy
Manage Roll-Outs
Languages
TrainingImaging
InterfacesData
C o m m u n ic a t io n s P la n A v e n t is .c o m C o u n t r y S i t e P r o je c tO b je c t iv e s : A w a r e n e s s , E d u c a te , In fo r m a t io n , U n d e r s ta n d in g , C o m m it tm e n t
1 2 3 7 8
V e h ic leK e y M e s s a g e s
D e liv e r y D a te
A u d ie n c e G r o u p s4 5 6 9
C o m m u n ic a t io n s P la n A v e n t is .c o m C o u n t r y S i t e P r o je c tO b je c t iv e s : A w a r e n e s s , E d u c a te , In fo r m a t io n , U n d e r s ta n d in g , C o m m it tm e n t
1 2 3 7 8
V e h ic leK e y M e s s a g e s
D e liv e r y D a te
A u d ie n c e G r o u p s4 5 6 9
Country Roll-Out Plan
Roll-Out Organization
EXT.ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.EXT.
S.I.APPL.
S.I.APPL.
ENTID.EXT.
ENTID.EXT.
ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.INT.
ENTID.EXT.
S.I.APPL.
S.I.APPL.
Return to
Previous Level
Develop Portfolio
Strategy and ProductConcept
Propose and Evaluate
Product Concept
Return Concept to
Originator
Define ResearchRequirements
Concept
Continue?
Develop ProductProposal
Assess ProductProposal
Revise ProductProposal
ProposalContinue?
Develop ProductBusiness Plan
Develop ServiceBusiness Plan
Perform Manufacturing
Impact Assessment
Update AggregateProduct Plan
Approve Aggregate
Business Plan
D-170Define Marketing
and Sales Plan
(CustomerRequirements)
Archive Lesson’s
LearnedDocumentation
Revise ProductBusiness Plan?
Plan Approved?
Publish Business Plan
Information
Yes
No No Yes
Yes
No
Monitor/ManageProduct Programs
Schedule/Initiate NewProduct Program
C-020Manage Service
Delivery
L-010Develop Logistics
Strategy
D-190Develop and
Design Products
D-200Develop and
Design Services
D-210Develop and
Design Processes
MB-060Plan the Business
D-170Define Marketing
and Sales Plan
(CustomerRequirements)
DS-020Support ProductCosting
No
Yes
Validated Deployment Process Map
SUB PROCESS SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
AC AC AC
IT SOLUTIONIT SOLUTIONSIEBEL SOLUTION
IDENTIFIED
THE EFFORT
– HIGH,
– MEDIUM,
GREEN - LOW
–– HIGH, HIGH,
–– MEDIUM, MEDIUM,
-- LOW
IT SOLUTIONIT SOLUTIONSIEBEL SOLUTION
IDENTIFIED
THE EFFORT
HIGH,
MEDIUM,
GREEN - LOW
–– HIGH, HIGH,
–– MEDIUM, MEDIUM,
LOWLOW
––
––
SUB PROCESS SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC SUB PROC
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
APPLICATION
AC AC AC
IT SOLUTIONIT SOLUTIONSIEBEL SOLUTION
IDENTIFIED
THE EFFORT
– HIGH,
– MEDIUM,
GREEN - LOW
–– HIGH, HIGH,
–– MEDIUM, MEDIUM,
-- LOW
IT SOLUTIONIT SOLUTIONSIEBEL SOLUTION
IDENTIFIED
THE EFFORT
HIGH,
MEDIUM,
GREEN - LOW
–– HIGH, HIGH,
–– MEDIUM, MEDIUM,
LOWLOW
––
––
Localization Analysis
Prepare Kernel for Adaptation
Validated Deployment
Toolkit
Steering Group
Prepare Deployment Toolkit
Tina Phillips
Principal, Deloitte Consulting
QUESTION & ANSWER SESSION
Steve Mooney
Engagement Manager, Salesforce.com Global Services
