This slide shares best practices on how to build a center of excellence for your Salesforce team.

1. Governance and COE:
Key Components of a
Successful Business
Transformation
Matt Evans
Enterprise Strategy
Salesforce
Kevin Flowers
Technology
Executive
Salesforce
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3. Assisted
Service
Predictive
Marketing
Smart
Apps
Chat Bots for
Community
Actionable
Analytics
Predictive
Commerce
The Age of the Customer
​ Intelligence pushed to every touchpoint
Guided
Sales
Connected
Products

4. Eight Leading Apps, One Platform
Connect to your customers in a whole new way
Tami Lau
CRM Developer

5. Level of Ambition
LevelofComplexity
Cloud Services helps you achieve business value, faster
We engage at a level that is appropriate for your business
Accelerated
Success
Consultative
Success
Accelerators
Advisory
Premier Success Plan Premier+ Success Plan Signature Success Plan
Mission Critical Support Strategic Projects
Experience Design
Innovation &
Transformation Center
We provide prescriptive advice,
best practices and experts at
every stage of your journey Design-led innovation
Data-driven insights
Always-on expertise
Transformational
Success

6. 5 Insights to Governing
A Modern Enterprise
Scaling Your Innovation
Kevin Flowers
Innovation & Transformation
kevin.flowers@salesforce.com
@flowersk

7. Kevin Flowers
Background:
• 24 years business
• Specialize in Enterprise Strategy
• CTO - Coca-Cola Enterprise
• Global IT - Colgate-Palmolive
Personal:
• Live in Atlanta, Georgia
• 2 Daughters
• Hobbies: Aviation, Running
• Auburn University
Innovation and Transformation
Strategy | Innovation | Mobile | Cloud | IoT | Architecture

8. You are Empowered !!

9. Roles and Responsibilities
PROJECT – PROGRAM or INITIATIVE TEAMSENTERPRISE
FUNCTIONS
Integration
User Experience
Enterprise Security
Master Data & Information
Support Functions
Technical Architecture Manage Org Strategy Source Control
Backlog Prioritization Steering Committee Roadmap
Platform LeadershipSALESFORCE PLATFORM STRATEGY COE
Technical Architecture Leadership
Business Stakeholders
Initiative One
Certified Developer
Analyst – Business
Change Mgmt.
System Admin
Project Owners
Initiative Two Initiative Three Different Org
SCALE & GROWTH
1

10. Business and IT Alignment Interaction2

11. Cadence3
Architect
Daily
Prioritize
Backlog
2–4
Weeks
Develop, Test, Accept
StartAgree on
Requirements
Deploy

12. Enablement4

13. Headroom for the Unknown
(Platform + Iterations)
= Insights & Opportunity
Penicillin Discovery
AccidentalAlexander Fleming
5

14. 5 Insights to Governing a Modern Enterprise.
Roles and Responsibilities
Provide clarity with regard to who has what responsibilities.
Business and IT - Interaction
Create structure so Business and IT start working closer together.
Cadence
Establish a consistent timeframe for releasing new business functionality.
Enablement
Set a world class standard of maximizing skills.
Headroom for the Unknown
Create opportunities for your organization to go beyond what is thought possible.
1
2
3
4
5

15. Center of Excellence
Scaling Your Innovation
Matt Evans
Enterprise Strategy
mevans@salesforce.com
@mattsmessage

16. Matt Evans
Background:
• 12 years business process consulting, MBA
• Specialize in COE, Governance, Adoption
• Salesforce Admin of the Year, 2008
Personal:
• Live in Utah
• 5 Children
• Hobbies: 5 Children
• Cubs Fan
Enterprise Strategy

17. COE Maturity Model
Ad Hoc
- Disparate approaches
Managed Capabilities
- Standards
- Governance
- Security
Agility
- Process
- Change Control
- Org Strategy
- Knowledge Sharing
- Global vs BU Functions
- Business vs IT roles
Alignment
- Sponsorship
- Unified Roadmap
- ROI Tracking
- Architecture
- Adoption Support
Innovation
- Integration
- Rapid Prototyping
- Ideation
- UX Design
- Data Science
- Monitor & Adjust using
Data
Transformation
AmountofInnovation
- Releases
- Resources
- Environment
Strategy

18. Chapter 1
The People
People Place Image Here Place Image Here
Chapter 2
The Process
Chapter 3
The Culture

19. Chapter 1
The People
People
Place Image
Here
Place Image
Here
Chapter 2
The Process
Chapter 3
The Culture

20. Sample Model
Global Resource Contribution
Global Solution Delivery Global Solution Development
Global
Steering
Group
Change
Control Board
Country
Business
Sponsor
Global
Org Adoption
Lead
Global
Program
Manager
Program Management
Legend
Salesforce.com Resource
CONSULTING Resource
CUSTOMER Resource
Regional
Project
Manager (5)
Deployment
Analyst (5)
EMEA
Deplmt
Support
Global
Deployment
Analyst
Global
IT Lead
Global
Data
Architect
Regional
IT Lead
(6)
Data Analyst
Country
Coordinator
Country Data
Specialist
Regional
Comms Lead
(5)
Regional Resource Contribution
In-Country Resource Contribution
Data &
Integration
Lead
Training PM
Engagement
Manager
Comms Lead
System
Architect
User
Advocacy
Group
Functional
Lead (6)
Regional
Training Lead
(6)
Business
Leader
IT Lead
(Optional)
UAT
Requirement/
Design
Participants
Super Users
DMG
Lead (5)
Training
Delivery
Release
Manager
Ongoing
Support
Change
Control
Board
Business
Release
Manager

21. One Center of Excellence
PMO
DEPLOYMENT
COMMUNICATION
DELIVERY TEAM
CHANGE & ADOPTION
END TO END SUPPORT
RELEASE / ENVIRONMENT MGT
SOLUTION / ARCHITECTURE
DATA ARCHITECT
INTEGRATION / CONNECTORS
INNOVATION / LAB
Executive Sponsor
LEADERSHIPCOUNCIL
&STAKEHOLDERS
CoE Business Lead CoE Tech Lead
CENTER OF EXCELLENCE
PROCESS MGT (BPO)
TRAINING MATERIALS
METRICS & ANALYTICS
DATA MGT
Global Program Owner
Project Owners
Executive Steering Committee
Project 1 Project 2 Project 3

22. Example Model
Executive Sponsor
Executive Steering
Committee
Business Working Groups
Change Management
& Adoption
Training Champions
Data Architecture
Technical Architecture
(Sourced through Partner)
Compliance, Data Privacy,
Legal and CISO
Business Process SMEs
Ops Support, Reporting,
etc.
Quality Assurance
Release Management
(Solution Architect)
Technical Working Groups Program Owner
Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #5
Project
Work
streams
LeadershipCouncil&
Stakeholders
US EU ICON JPAC

23. Example Model
Executive Sponsor
Executive Steering Committee
CoE Business Leader
Change
Management
Business
Operations
Functional
Architect
Training and
Deployment
Metrics and
Analytics
Community
Global CoE
Owner
CoE Technical Leader
Release
Mgmt/QA
Data Developer
Technical
Support
Technical
Architect
Portal
Business Advisory Team
Capability Leads
USTheatres
America’s
International
EMEA APAC GOV
Growth
Initiatives
Call Center Marketing EBC Field Sales Inside Sales Tele Sales Sales Engineers
Finance/Comp Renewals Customer Sat Channel Services

25. Who should be on my COE team?
It’s more about the people than the structure
The individuals you select are more important than their experience
• Open minded, eager about leveraging modern technology.
• Enlist those with little or no experience; attitude can be just as important as aptitude.
• Potentially staff the COE with skeptics.
Start with a small team of 3-5 people that are passionate about the cause
• Check egos at the door.
• Be both highly reactive and proactive.
• Create development paths for the people.
Minimal technical roles required are Architecture, Salesforce Expertise, Exec Sponsorship
• Enlist part-time roles to bring in expertise (project managers, BAs, trainers, QA/UAT, legal, HR,
adoption, scrum team leaders, etc.)

26. Should it report to the Business or to IT?
Not a question of where, but who
Where it reports to is not as important as the executives support it receives
Find a proactive, supportive VP-level or above, executive sponsor to drive the COE.
Secure funding for the COE and treat it like a business
Successful COEs need 2 years of funding before they become self sufficient.
Time to build a governance process, collaboration efforts and evangelize its merits across the firm.
Executive sponsor is responsible to commit to and sustain the financial support.
I prefer a sponsor from the business side

27. Place Image
Here
Place Image Here Place Image Here
Chapter 1
The People
Chapter 2
The Process
Chapter 3
The Culture

28. Center of Excellence – Key Processes
• Identify Executive Sponsor(s)
• Identify Stakeholders
• Program Charter
• Meeting’s Agenda and Schedule
• Center of Excellence Operating Model
• Roles and Responsibilities
• Communications Strategy
• Vendor & SI Management
• Value Management
• Skill Management
• Org Strategy
• Program Reporting
• Risk Register & Management
• Cloud Adoption Principles
• Ongoing review of Governance Effectiveness
• Offshore Development
• Backlog Management
• Business Obstacles
• Budgets
• Prioritization/Decision Criteria
• Innovation
• Business Data Architecture
• Business Transformation
• Development Best Practices
• Program Release Roadmap & Cadence
• Change Control Process & Backlog
Management
• Environmental Management
• Release Manager Roles & Responsibilities
• What can be changed in Production?
• Code/Configuration Release Mechanisms
• Bug Tracking System
• Testing Strategy
Executive & Program Management Release Management
Architecture
Adoption/Training
Development
• Development Methodology
• Adhere to Development Best Practices
• Development Process
• Technical Debt
• On-going Support Plan
• Bug Reporting Process & Tracking
• Administration
• End to End Readiness
Support
• Data Architecture
• Data Quality Strategy
• Data Migration Strategy
• Application Rationalization Strategy
• Mobile strategy / Architecture
• Long-term Data Management Strategy
• Integration Strategy
• Security Architecture
• Infrastructure Architecture
• Adoption Strategy
• Power Users
• Define Deployment and Training Strategy
• Define Success Metrics Strategy &
Ongoing Reporting
• End user Communication
• Conduct User Group Meeting
• Measure Effectiveness and Continuously
Improvement
Business

29. Creating a LOB Improvement Agenda
Address immediate needs and make progress toward strategic objectives
Implement a Best Practice
Upskill Employees
Install a new technology
Improvement Activities
Financial Constraints
to Improvement
Bandwidth
Constraints to
Improvement
Capability Constraints
to Improvement
Actual Capacity to
Improve
COEs Add value
and build
Credibility by
helping LOBs
define and
execute a concise
improvement
agenda

30. Place Image
Here
Place Image Here Place Image Here
Chapter 1
The People
Chapter 2
The Process
Chapter 3
The Culture

31. ​“Through 2018, over 90% of new CRM
initiatives will require a new IT approach
focused on speed and agility.”
(Source: Gartner, Inc., Apply Gartner's Agility Model to Increase Innovation in
CRM, 9.29.15)

32. COE Cultural Principles
Move at the speed your customers demand
Configuration
firstGo fast and iterate
Mobile-first when appropriate
Transparent Culture
Data Drives Decision
Business value driven
Multi-speed IT
Keep it simple and reuse
Player/coach, not spectator
PRINCIPLES
Cool technology
How we have always done it
One process for delivery
Custom code
Release complete applications
Desktop first
Variations of the same app
Stakeholder oversight
Escalation management
Squeaky wheel
FROM
Business value driven
Challenge status quo
Multi-speed IT
Configuration first
Go fast and iterate
Mobile-first when appropriate
Keep it simple and reuse
Player/coach, not spectator
Transparent Culture
Data Drives Decisions
TO
Culture – Blaze a new Trail

33. Not just cool technology
Drive business value

34. Not “Because we have always done it this way”
Challenge the status quo
​184 Steps
​16 weeks
​Tested with simple, configuration app
​ Step 31: Full security review
​ Step 57: Hire 2 heads to support
​ Step 103: Buy 3 servers
​ Step…..

35. ​25 Steps or 40 Steps or 5 Steps
​2 weeks or 4 weeks or 1 day
Not one process for delivery
Leverage multi-speed IT
Minimal Viable Product Process
Immediate Release
- Email templates
- Views
- Dashboards
Quicker Release
- Configuration first, mobile first
Quick Release
- Integration
- Code

36. Level of Ambition
LevelofComplexity
Cloud Services helps you achieve business value, faster
We engage at a level that is appropriate for your business
Accelerated
Success
Consultative
Success
Accelerators
Advisory
Premier Success Plan Premier+ Success Plan Signature Success Plan
Mission Critical Support Strategic Projects
Experience Design
Innovation &
Transformation Center
We provide prescriptive advice,
best practices and experts at
every stage of your journey Design-led innovation
Data-driven insights
Always-on expertise
Transformational
Success

37. Senior Experts
Dedicated and engaged
leaders that partner with your
executives
Proven Methodology
Salesforce best practice and
approach that are able to sustain
transformation over time.
Bundled Expertise
Advisors pull in the right experts
from security to change
management, design
Innovation & Transformation Center
Our proven methodology packaged to help IT and Line-of-Business
executives collaborate and sustain transformation.
Why does it matter:
• Deliver on your most ambitious and strategic
initiatives with the right team of advisors.
• Salesforce customer-centric approach to innovation.
• Achieve and maintain alignment and agility.
Transformational Success
“Keep one eye on the microscope,
but the other eye on the telescope”
Fortune 50 - CEO
Business Architect Program Executive Program Architect

38. For More Information on Cloud Services
​ Visit the Cloud Services at Dreamforce
​ Success Community at
sfdc.co/btIsUu