Lars Dalgaard SuccessFactors Stanford May1109

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Lars Dalgaard SuccessFactors Stanford May1109

  1. 1. Lars Dalgaard, Founder & CEO Stanford Engineering School May 11 2009
  2. 2. About the CEO…
  3. 3. My Journey Stanford, CA Switzerland U.S.A. Germany Holland Denmark San Mateo, CA Not long ago… 2001-
  4. 4. about SF
  5. 5. we’re in business
  6. 6. A company’s workforce is approximately 70% of its operating expense Getting There, a whitepaper from KnowledgeInfusion/SuccessFactors
  7. 7. The strategy / execution gap High 95% 50% of employees don’t understand of the average their company’s employee’s time strategicon non- is spent goals productive work Corporate StrBalanced Scorecard: Norton/Kaplan ategy Board: Measures that Matter Low
  8. 8. Challenges in cultivating top talent 71% 86% of employees say that when they do of the workforce a good job, their is disengaged performance is not rewarded Watson Wyatt: Work USA Study
  9. 9. Challenges in workforce optimization 84% of large global companies say they are not using their workforce to their full potential
  10. 10. SuccessFactors Integrated Applications
  11. 11. Old Model SaaS Big upfront costs including Lower cost, paid as value Purchase ongoing maintenance is received Implementation Slow and expensive via Fast time to value significant IT resources & Upgrades SuccessFactors Owns Risk Customer Owns Risk Risk Customer success as Incentives Maximize upfront deal size evidenced by renewals
  12. 12. we are today
  13. 13. At IPO Today Users 3.0M + 4.7M Customers 1,400 + 2,700+ Countries 156 + 180 Industries 56 + 60 Languages 18 31
  14. 14. Cumulative Customers 2,700+ 100+ 30 8 1 Leading financial services Leading company retailer One of the world’s largest retailers Award-winning retail bank Leading financial services company >300,000 users >50,000 users >25,000 users >10,000 users >3 users
  15. 15. The first new enterprise software category in a decade
  16. 16. Fastest Growing Public SaaS Company 161 112 60 27 8 14 4 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 Revenue + Change in Deferred Revenue ($Millions) 18
  17. 17. Large, Greenfield Market Opportunity Performance & Talent Estimated Potential Management Market Opportunity Enterprise 130mm * $35 = $4.6bn 27,500 Institutions > 2,500 Employees* SMB 150mm * $75 = $11.3bn 89% Greenfield 9mm Institutions > 3 Employees* Market Opportunity $15.9bn Source: Bersin & Associates, 2007 Note: Assumes ~80% of employees are in addressable market Source: Dun & Bradstreet /Hoovers*, U.S. Census Bureau (http://www.census.gov/epcd/www/smallbus.html)
  18. 18. Our five year strategy 2003 2008 Geographies 100% - North America 19% - EMEA, APAC, LATM 81% - North America Markets 5% - Mid Market 47% - SMB, Channels, Intl. 95% - NA Enterprise 53% - NA Enterprise Products 7% - Other Modules 40% - Performance and Goals 93% - Performance and Goals 60% - Other Modules
  19. 19. Industry consensus that we lead the pack TM IDC MarketScape: Worldwide Integrated Talent Forrester Wave Management 2008 Vendor Analysis Report Integrated Performance and Compensation Solutions 21
  20. 20. its not that secret
  21. 21. No Assholes* respect for the individual * It’s okay to have one, just not to be one
  22. 22. Passion get a rush from what we do, or get out
  23. 23. Customer Success making heroes of our customers through results
  24. 24. Kaizen! continuous improvement
  25. 25. Take Risks make mistakes, learn from them
  26. 26. Meritocracy pay for performance
  27. 27. Support we don’t leave our wounded behind
  28. 28. Get it Done do whatever it (legally) takes
  29. 29. Transparency brutally honest communication and decisions
  30. 30. Measurable Results Points, not yardage
  31. 31. to customers
  32. 32. “Execution” – a CEO’s biggest concern Rank Change Jul. to Oct. ‘08 1 Excellence in Execution +9.4% Consistent Execution of Strategy 2 by Top Management +5.1% Speed, Flexibility, Adaptability to 3 Change +22.1% Source: The Conference Board – CEO Challenge 2008
  33. 33. SuccessFactors customers are executing faster…and better Source: SuccessFactors customer survey by a top 3 management consulting Firm
  34. 34. And, the pay-off is biggest for customers with a strategic focus Strategic vs. Tactical = 5X Impact on Productivity Source: SuccessFactors customer survey by a top 3 management consulting Firm
  35. 35. customers say
  36. 36. SuccessFactors is key to strategy execution CEO Global Head CFO COO CIO CTO of Sales Performance management key to engaged Getting everyone aligned, winning Improved business performance Retaining the best people $14.2 billion “For us to win a critical ‘business has doubled in theengagement strategy. “(This is) during these toughperformance driver’ mustaligns your “SuccessFactors absolutely helps us drive ourwe as it set clear “Retention of new recruits economic times year and a half Global consumer Global distributor of global leader objectives Allied Building withbeen using SuccessFactors” the overall personal performance see how their goals fold into Employees can easily and leadership required tobusiness unit, that for objectives has the overall goals of your create a packaged goods electronic parts 200 locations stronger, fasterobjectivesTextronOura whole…” Management process functional area and Clark. company.” strategic Kimberly of the as Performance is a critical part of this goal.“ –Reilly, Chief Financial–Officer,Campbell, Chairman & CEO – Brian Philip Gallagher, SVPLewis Allied Building Products & Global President Technology – Tom Falk, CEO
  37. 37. What’s next for us
  38. 38. How many of you have managed more than… …?
  39. 39. So… You’ve got all the answers. You’ve got all the tools. Right…
  40. 40. questions?
  41. 41. Lars Dalgaard, Founder & CEO

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