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    How to Make Change Management a Reality How to Make Change Management a Reality Presentation Transcript

    • How to Make Change Management a Reality Robert Callaci, Vice President, TransUnion LLC Dinah Strayer, Vice President, The Abreon Group Mark Israelsen, Vice President, Salesforce.com Track: Large Enterprise Deployments
    • 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.
      • Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor .
      • Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all.  Customers who purchase our services should make purchase decisions based upon features that are currently available.  Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
    • Agenda
      • Welcome
      • TransUnion
        • Key Challenges
        • The Solution
      • Abreon
        • Keys to Success
        • Sample Communication Materials
        • Best Practice Recommendations
        • Abreon – Common Pitfalls to Avoid
      • TransUnion – Lessons Learned
      • Results and Benefits
      • Question & Answer Session
    • Why Change Management? The Proof is in the Results
      • Change management in software projects?
        • Yes
        • No
      • Who in organization leads change management?
        • Project leader
        • Business Owner
        • Executive Management
        • Other
    • Why Change Management? The Proof is in the Results
      • Few enterprise software implementations include it
      • Key cause of low ROI and sub-optimum user acceptance
      • Visible executive leadership key success criteria
    • Robert J. Callaci Vice President of Sales Operations [email_address]
    • TransUnion
      • Leading Credit and Information Management Company
      • 400 sales reps in 30 countries
      • Recently acquired:
        • Visionary Systems, Inc.
        • RentPort, Inc.
        • Qsent, Inc.
      INDUSTRY: Financial EMPLOYEES: 4,100 GEOGRAPHY: Global PRODUCT USED: SFA # USERS: 530
    • TransUnion – Key Challenges
      • Business Challenges
        • Pursue and attain higher growth goals
          • Transition from transaction to solution sales
        • Align resources with pockets of opportunity
        • Meet “Fit and Focus” goals
        • Improve infrastructure around sales
          • Lack of automation
          • Limited central forecasting
      • Technology Challenges
        • Limited usability, limited functionality
        • No reporting capabilities
        • Not Web-based
        • Three separate, stand-alone systems
      • Accurate Forecasting
      • Pipeline Management
      • Centralization & Standardization of Customer Data
      • Scalability & Integration
      • Visibility and Metrics From Our Business
    • TransUnion – Key Challenges
      • Organizational Challenges
        • People naturally resist change
        • The change involved a new process, a new way of getting the job done
        • Wide audience, dispersed, different roles – one message doesn’t fit all
        • Some were very comfortable with the old systems
        • Some had little faith in a new tool because the old ones weren’t very effective
        • Always other projects/issues competing for attention – cutting through the clutter
      • Accurate Forecasting
      • Pipeline Management
      • Centralization & Standardization of Customer Data
      • Scalability & Integration
      • Visibility and Metrics From Our Business
    • TransUnion – The Solution
      • How did we address the challenges?
        • Created an internal cross-functional team
      It takes a village… Core Team represented 19 different internal functions
    • TransUnion – The Solution
      • How did we address the challenges?
        • Developed a conservative schedule
          • Focused on doing it right, not doing it fast
          • Spent a great deal of time gathering requirements from all stakeholders
          • Intentionally lightened the schedule around the holidays
        • Provided all audiences with comprehensive information throughout the project
        • Remained flexible throughout the process – i.e., adjusted education plan based on feedback from users
        • Implemented a phased approach – didn’t roll out all functionality at once
      • Product implemented - SFA
      • # Users - 530
      • Integration points – Sales and Corporate Resources
      • Training – Regional Roll-outs
      • Ongoing improvements – Phased Approach “Roadmap”
      DEPLOYMENT DETAILS
    • TransUnion – The Solution
      • How did we address the challenges?
        • Engaged Abreon
          • To build a comprehensive Change Management Plan for SFA implementation
          • Facilitated close collaboration of all three teams throughout the process
          • True partnership, full disclosure
        • Salesforce.com assisted in building the technical and process solutions needed
        • Abreon helped manage and drive the change throughout the change continuum
        • Branded the effort “InTouch” to keep the focus on the wider initiative, not just the tools
      • Product implemented - SFA
      • # Users - 530
      • Integration points – Sales and Corporate Resources
      • Training – Regional Roll-outs
      • Ongoing improvements – Phased Approach “Roadmap”
      DEPLOYMENT DETAILS
    • TransUnion Integration Roadmap Standardization Integration Leveraging Info
    • Dinah Strayer VP Business Solutions [email_address]
    • Abreon Overview
      • A 23-year-old specialty consulting firm that provides integrated change solutions
      • We live at the intersection of people and change
      • Approximately 200 consultants and support professionals across the U.S.
      • Built upon best practices, industry standards and innovative solution methodologies
      • Salesforce.com partner
    • Abreon – Communication Plan
      • Collaborated with Salesforce.com and TransUnion to understand what the project entailed, specifically, what changes were required
      • Performed a comprehensive audience analysis to understand who the changes would affect, and how
      • Utilized core team as communication champions, and involved them early in the process
      • Integrated communication plan to develop, create and deliver 1) the executive voice and messaging and 2) targeted deliverables for specific audiences, including messaging and design
    • Abreon – Keys to Success at TransUnion
      • Focus started and remained on the people , not the tool
      • Consistent message from top down, and across peer groups
      • Customized communication – developed in lockstep with Salesforce.com as they developed TransUnion’s customized solution
      • Developed and implemented sequenced messaging, starting with the broad vision and graduating to audience-specific information
      • Aligned all deliverables and messaging with TransUnion’s overall corporate branding initiative
    • Keys to Success at TransUnion – Deliverables
      • Integrated communication plan outlining strategy for high-level and detailed messaging
      • Executive Messaging
        • Talking points to help leaders build support for change
        • Scripts for Webcasts and PowerPoint presentations
        • Email from executives to associates
      • Communication Materials for TransUnion Associates
        • Milestone Map outlining what was happening and when
        • Frequently Asked Questions brochure, which helped address why change was occurring
        • Overview brochure regarding the change initiative
        • PowerPoint presentation delivered via Webcast
        • User Guide binder cover and back, CD label (for consistency and recognition)
        • InTouch Corner intranet microsite hosting all deliverables and up-to-date information about the change initiative
    • Abreon – Milestone Map
    • Abreon – Deliverables Samples General Overview for Associates FAQs Brochure
    • Abreon – InTouch Corner
    • Abreon – InTouch Corner
    • Abreon’s Best Practice Recommendations
      • Implement An Effective Change Management Program
        • Change isn’t an event, it is a process
        • Develop a comprehensive plan to manage this process throughout the change lifecycle
        • Plan for resistance, and plan for associates to revert back to old habits after the implementation – and plan ways to combat both issues
      • Collaborate From Day One
        • Build a multifunctional team to include all perspectives – this internal communication and collaboration lays the strong foundation needed to build an effective communication plan
        • Insist upon tremendous executive involvement to set expectations
      • Develop and Maintain Executive Leadership Visibility
        • Executive leadership and sponsorship is a key to success
        • Maintain this visibility on a consistent basis throughout the project – even after go-live
      • Communicate the Right Information to the Right People at the Right Time
        • Don’t underestimate your associates’ need to understand the vision
        • Clearly communicate why the change is necessary and what challenges it is designed to alleviate
        • Communicate the specific benefits of the change to each audience – make it meaningful to everyone who will be affected by the change
      • Develop a Sustainable Education Plan
        • Provide different audiences with the specific information they need to be successful
        • Include policies, procedures and workflows in the education plan
        • Anticipate additional education and support after go-live
        • It’s not about the tools or the technology. It’s about the people .
    • Abreon – Common Pitfalls to Avoid
      • Don’t assume change just happens – you have to drive it every step of the way
      • Don’t ignore people’s willingness to change – it will significantly impact the success of your project
      • Don’t assume the project will go according to plan – anticipate unforeseen obstacles in both budget and schedule
      • Don’t minimize the training budget – according to Gartner, untrained users cost five times more to support than trained users
      • Don’t allow your executive leadership team to be silent – their overt support and constant voice is critical to change management success
      • Don’t talk to all audiences as if they are one and the same – different benefits, effects and action items exist for different roles across your enterprise
      • Don’t plan your project end date for when you go live – develop and implement a strong post-implementation support plan to ensure long-term user adoption and behavior change
      • Don’t decide how to measure success at the end of the project – build in metrics from the beginning
        • It’s not about the tools or the technology. It’s about the people .
    • TransUnion – Lessons Learned
      • Separate the data from the tool
        • Tendency is to focus on the data, rather than learning how to use the tool and associated processes
        • Recommend rolling out the tool with demo data, and then later populating it with real data
      • Phase the rollout even more
        • Underestimated the time it took for users to become comfortable with the tool and the data
        • Recommend waiting to introduce new functionality until users gain proficiency with existing functionality
      • Focus on developing data and tool concurrently
        • Experienced last-minute crunch to populate data because focus was on developing the tool itself
        • Recommend assigning more resources to project so data and tool can be developed in parallel
    • Results and Benefits
      • What were the results?
        • Log-in %:
          • 1 st Day Go-Live (April 17, 2006) – 80% of potential users logged in
          • Now – 95% of all potential users logging in within a 7 day window
        • Pipeline Growth %:
          • 1 st Day Go-Live (April 17 th , 2006) – 0 opportunities loaded
          • May to June – Initial Opportunities Loaded
          • June to July – 209% increase in $$’s loaded in InTouch
          • July to August – 100% increase in the $$’s loaded in InTouch
          • August to September – 60% increase in the $$’s loaded in InTouch
          • September to October – 53% increase in the $$’s loaded in InTouch
        • Average Weekly Activity per User:
          • Log-ins, new records, updates – 3.2 activities per week on average
        • Using SFA for Pipeline Management and Sales Forecasting:
          • Exceeded original time-line plan by three months
    • Robert J. Callaci Vice President, Sales Operations Dinah Strayer Vice President, Business Solutions Mark Israelsen Vice President, Professional Services QUESTION & ANSWER SESSION
    • Additional Questions Please direct additional questions to: Mark Israelsen Vice President, Professional Services [email_address] 801.755.7828
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