B P G010 Mooney 091907


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  • B P G010 Mooney 091907

    1. 1. Domain 6: Process Tina Phillips, Deloitte Consulting LLP Steve Mooney, Salesforce.com Global Services Global Enterprise Best Practices
    2. 2. Safe Harbor Statement <ul><li>“ 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. </li></ul><ul><li>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. </li></ul><ul><li>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 . </li></ul><ul><li>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. </li></ul>
    3. 3. Agenda <ul><li>Introductions </li></ul><ul><li>Salesforce.com – Global Deployment Challenges & Considerations </li></ul><ul><ul><li>Steve Mooney, Engagement Manager, Enterprise Services </li></ul></ul><ul><li>Deloitte – The Global Deployment Framework </li></ul><ul><ul><li>Tina Phillips, Principal, Enterprise Applications </li></ul></ul><ul><li>Question & Answer </li></ul>
    4. 4. Steve Mooney Engagement Manager [email_address]
    5. 5. So You’re Thinking of Going Global… <ul><li>Who should see the data? Which data should they see? </li></ul><ul><li>How do my geographies do business differently? </li></ul><ul><li>What features or design should I enable differently for the different regions? What is common among them all? </li></ul><ul><li>How do these groups forecast? What expectations have my country managers set for their teams? </li></ul><ul><li>How do their compliance and trade laws differ, and how should that effect how we design and deploy this solution? </li></ul><ul><li>How will we train and deploy to these geographically dispersed groups? </li></ul><ul><li>How will we support them and address change requests once the solution is live? </li></ul><ul><li>How can I be sure they will even use this system we are building for them? </li></ul>
    6. 6. Consider Your Implementation Approach <ul><li>An efficient implementation must address the following topics </li></ul><ul><li>Design Guidelines </li></ul><ul><ul><li>Help drive consistency in an implementation, including the security model, change management, naming conventions for customizations, etc. </li></ul></ul><ul><li>Data Strategy </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Release Management Strategy </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Integration Strategy </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Deployment Strategy </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Support Strategy </li></ul><ul><ul><li>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. </li></ul></ul>
    7. 7. Consider the Stages of Adoption
    8. 8. Encouraging Adoption <ul><li>To move end users along the adoption curve, business owners must </li></ul><ul><ul><li>Ensure executive sponsorship </li></ul></ul><ul><ul><li>Develop a strategic adoption plan </li></ul></ul><ul><ul><li>Develop a communication plan </li></ul></ul><ul><ul><li>Schedule ongoing leadership planning </li></ul></ul><ul><ul><li>Define & reinforce relevant business processes </li></ul></ul>
    9. 9. Why Define & Reinforce Processes? <ul><li>Business processes are becoming more important as customers' expectations are increasing and there is a need to become focused on providing customer value </li></ul><ul><ul><li>Dramatically lower costs </li></ul></ul><ul><ul><li>Much faster processes </li></ul></ul><ul><ul><li>Exceeding high quality </li></ul></ul><ul><ul><li>Less frustrated workers </li></ul></ul><ul><ul><li>Happier customers </li></ul></ul>
    10. 10. Myths of Business Process Redesign (BPR) <ul><li>The Myth of the Clean Slate : Regardless of Hammer's exhortation: &quot;Don't automate, obliterate!&quot; clean slate change is rarely found in practice. A &quot;blank sheet of paper&quot; used in design usually requires a &quot;blank check&quot; 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 </li></ul><ul><li>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 </li></ul><ul><li>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 </li></ul><ul><li>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 </li></ul>Davenport, T.H. (1994 July). &quot;Reengineering: Business Change of Mythic Proportions?&quot; MIS Quarterly ,
    11. 11. Some BPR Challenges <ul><li>On the surface, process automation makes good sense to organizations. However, there are four problems: </li></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>Many departmental processes cross departmental boundaries, and attempts to address it can be hampered by political issues </li></ul></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>Most organizations have between 600 and 1,000 processes that need to be examined. This problem is the largest of all </li></ul></ul>From “Ten Secrets for Creating a Customer-Centric Enterprise “ Gartner RAS Core Research Note G00136913, Scott D. Nelson, 22 December 2005.
    12. 12. Recommended BPR Approach Client Input & Participation KEY OBJECTIVES KEY DELIVERABLES/OUTPUT <ul><li>Avoid repeating old mistakes and provide a baseline for future improvements </li></ul><ul><li>Specific business objectives such as Cost Reduction, Time Reduction, Output Quality improvement </li></ul><ul><li>Focus on the most important processes or those that conflict most with the business vision. </li></ul>Develop Business Vision and Process Objectives <ul><li>The actual design should be viewed as a prototype, with successive iterations. </li></ul><ul><li>To-Be Process Models and Rules </li></ul><ul><li>To-Be Organization Blueprint </li></ul>Identify the Processes to be Redesigned Understand and Measure the Existing Processes Identify IT Levers Design and Build Prototype of New Processes <ul><li>IT capabilities can and should influence process design </li></ul>Davenport, T.H. & Short, J.E. (1990 Summer). &quot;The New Industrial Engineering: Information Technology and Business Process Redesign,&quot; Sloan Management Review , <ul><li>Documented process vision and objectives </li></ul><ul><li>Processes identified </li></ul><ul><li>Refined High-Level Requirements </li></ul><ul><li>Business Process Improvement Possibilities </li></ul><ul><li>IT Levers Documented </li></ul>
    13. 13. Process Redesign with Salesforce.com <ul><li>Three Approaches to Drive Process Change </li></ul><ul><li>Use our CRM applications to automate many processes that cut across sales, service, and marketing </li></ul><ul><li>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 </li></ul><ul><li>Create your own unique on-demand applications or modify existing Salesforce applications by using our point-and-click tool, the AppExchange Builder </li></ul>
    14. 14. How do we structure our salesforce.com deployment to drive process change on a global scale?
    15. 15. Tina Phillips Principal [email_address]
    16. 16. All About Deloitte <ul><ul><li>INDUSTRY : Consulting </li></ul></ul><ul><ul><li>EMPLOYEES : 10,000+ </li></ul></ul><ul><ul><li>GEOGRAPHY : Global </li></ul></ul><ul><ul><li># USERS : thousands based on internal usage and with our global clients </li></ul></ul><ul><ul><li>PRODUCT(S) USED : SFA, Service & Support, Marketing, Recruiting </li></ul></ul>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
    17. 17. Global Deployment– Key Challenges <ul><li>Business Challenges </li></ul><ul><ul><li>Is there a compelling case for global project – customers, cost drivers, etc </li></ul></ul><ul><ul><li>Do all countries need standardized processes, metrics, and technology? </li></ul></ul><ul><ul><li>Do the economies of scale for a centralized & standardized process/technology outweigh the demands for localization </li></ul></ul><ul><ul><li>Is the global organization ready for change? </li></ul></ul><ul><ul><li>Who in the organization has the $$$ to drive global implementation of a sales, marketing and service applications? </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>The technology is the easy part! </li></ul></ul>
    18. 18. The Global Deployment Framework provides five key dimensions to guide your successful salesforce.com global implementation Global Deployment Framework Prerequisites Planning Business Case Application Support Change Management Training Deploy-ment Center of Excellence (COE)
    19. 19. Process and applications options <ul><li>Common processes and metrics </li></ul><ul><li>Potentially use pilot country to define new processes and IT standards </li></ul><ul><li>Independent implementation of local solutions </li></ul>Option 1: Common processes & independent technology <ul><li>Common business processes </li></ul><ul><li>Initial salesforce.com kernel with ongoing centralized updates for local adaptations </li></ul><ul><li>Central development </li></ul><ul><li>Rigorous change control </li></ul>Option 3: Dynamic kernel + local additions <ul><li>Common processes and metrics </li></ul><ul><li>Centralized salesforce.com kernel -- on the shelf when each country is ready </li></ul><ul><li>Localized adaptation of kernel owned by country </li></ul>Option 2: “Starter Kit’ and local deployment Multi-country Requirements Sys.1 Sys.2 Sys.4 Sys.3 Req. Development Center / Change Authority Kernel Kernel Kernel Kernel Kernel Represent individual functionalities Kernel Kernel Kernel Kernel Kernel Development Center
    20. 20. Key Aspects of localizing the kernel <ul><li>Internationalization </li></ul><ul><li>Language </li></ul><ul><ul><li>Screens/views </li></ul></ul><ul><ul><li>Handheld PDA views </li></ul></ul><ul><ul><li>Multi lingual pick lists </li></ul></ul><ul><li>Currency support </li></ul><ul><li>Date/Time format & Time zones </li></ul><ul><li>Address formats </li></ul><ul><li>Configuration </li></ul><ul><li>Display salesforce.com views based on local needs </li></ul><ul><li>Some kernel functionality is not required for all countries </li></ul><ul><li>Customization for Country specific requirements (max. 10%) </li></ul><ul><li>Understand data privacy /collection laws by country </li></ul>
    21. 21. Change Management <ul><li>Change Readiness Assessment </li></ul><ul><ul><li>Identify pain points </li></ul></ul><ul><ul><li>Develop plan to overcome resistance </li></ul></ul><ul><li>Stakeholder Analysis </li></ul><ul><ul><li>Identify and assess stakeholders </li></ul></ul><ul><ul><li>Prioritize how each group based on change impact </li></ul></ul><ul><li>Change Champion Network </li></ul><ul><ul><li>Identify suitable Change Champions </li></ul></ul><ul><ul><li>Build a clear structure and procedures for working/acting as a Change Champion </li></ul></ul><ul><li>Communication Plan and actions </li></ul><ul><ul><li>Ensure that accurate information is conveyed at the right time to the right people </li></ul></ul><ul><ul><li>Outline the appropriate messages, media, audience </li></ul></ul><ul><li>Roles and Responsibilities/ Change Impact Analysis </li></ul><ul><ul><li>Assess roles impacted & expected reactions </li></ul></ul><ul><ul><li>Define new roles/responsibilities </li></ul></ul>
    22. 22. Training Options Option 1: Central training development and delivery Option 2: Local training development and delivery Option 3: Central development with Local adaptation & delivery <ul><li>Central content development and training methods </li></ul><ul><li>Central selection of training provider </li></ul><ul><li>Central tracking of training results </li></ul><ul><li>Local development of training material and delivery methods </li></ul><ul><li>Local decisions on external training providers </li></ul><ul><li>No central tracking of training results </li></ul><ul><li>Central definition of standards & material development with local adaptations </li></ul><ul><li>Training delivery per local requirements </li></ul><ul><li>Central tracking only of core training results </li></ul>A B D C Countries A D C B Countries Localization in the countries
    23. 23. Global training media Live Collaboration Video Conferencing Virtual Classroom Learning Portal Web Conferencing Multimedia CBT / CD ROM Salesforce.com CBT’s and classroom delivery
    24. 24. Deployment options Option 1: Sequential roll-out Option 2: Parallel roll-out Option 3: Interlocked roll-out <ul><li>One country at a time </li></ul><ul><li>Takes the longest to complete </li></ul><ul><li>High leverage of learnings from previous roll-outs </li></ul><ul><li>Smallest roll-out team size </li></ul><ul><li>All or multiple countries in parallel </li></ul><ul><li>Fastest completion </li></ul><ul><li>No leverage of learnings </li></ul><ul><li>Biggest roll-out team size </li></ul><ul><li>Country roll-outs overlap </li></ul><ul><li>Moderate completion time of overall roll-out </li></ul><ul><li>Some leverage of learnings </li></ul><ul><li>Medium roll-out team size </li></ul>
    25. 25. Support Options <ul><li>A central support team provides the full breadth of services to each of the countries (in house + salesforce.com support) </li></ul>Option 1: Centralized support <ul><li>In each country, local support teams provide the full breadth of services </li></ul>Option 2: Localized support <ul><li>1st level support is provided locally </li></ul><ul><li>2nd and 3rd level is in the responsibility of a central support organisation (in house + salesforce.com support) </li></ul>Option 3: Combined local & central Countries A D C B Countries A D C B Central B D A C Countries Unlimited Edition customers leverage Salesforce.com Premier Support with Administration to guide and centralize Application modifications
    26. 26. The Center of Excellence (COE) is the ‘center of the universe’ for a successful global project Global Deployment Framework Prerequisites Planning Business Case Application Support Change Management Training Deploy-ment Center of Excellence (COE)
    27. 27. COE Management – - - – – Design Authority Change & Training Knowledge Management Support <ul><li>Monitor centralized Support & System Administration </li></ul><ul><li>Review service level agreements </li></ul><ul><li>Maintain technical environments for rapid prototyping and solution assessment </li></ul><ul><li>Define standardized processes and metrics </li></ul><ul><li>Support development of functional & technical designs to ensure consistency to standards </li></ul><ul><li>Manage application & re-use management across regions </li></ul><ul><li>Manage change controls </li></ul><ul><li>Plan communications </li></ul><ul><li>Develop communication content </li></ul><ul><li>Support user training content development and management </li></ul><ul><li>Supply training staff where and when necessary </li></ul><ul><li>Manage centralized training delivery logistics </li></ul><ul><li>Define & maintain delivery methodologies and standards </li></ul>Vendor Management <ul><li>Manage relationships with salesforce.com and third-party vendors </li></ul>Governance <ul><li>Develop standards and manage compliance </li></ul>
    28. 28. Sample – Global Implementation Approach – - - – – Phase 1: Plan & Prepare Transition COE Management Design Authority Country Readiness Governance Regional Strategy Phase 2: Roll-Out Phase 3: Support Support Ramp-up Project Personnel COE Staff SLAs Solution Centre Support and Maintenance Escalation Framework Configuration Mgmt. Testing & Release Management Localize Test Deploy Manage Roll-Outs Languages Training Imaging Interfaces Data 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 Product Concept Propose and Evaluate Product Concept Return Concept to Originator Define Research Requirements Concept Continue? Develop Product Proposal Assess Product Proposal Revise Product Proposal Proposal Continue? Develop Product Business Plan Develop Service Business Plan Perform Manufacturing Impact Assessment Update Aggregate Product Plan Approve Aggregate Business Plan D-170 Define Marketing and Sales Plan (Customer Requirements) Archive Lesson’s Learned Documentation Revise Product Business Plan? Plan Approved? Publish Business Plan Information Yes No No Yes Yes No Monitor/Manage Product Programs Schedule/Initiate New Product Program C-020 Manage Service Delivery L-010 Develop Logistics Strategy D-190 Develop and Design Products D-200 Develop and Design Services D-210 Develop and Design Processes MB-060 Plan the Business D-170 Define Marketing and Sales Plan (Customer Requirements) DS-020 Support Product Costing 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 SOLUTION IT SOLUTION SIEBEL SOLUTION IDENTIFIED THE EFFORT – HIGH, – MEDIUM, GREEN - LOW – – HIGH, HIGH, – – MEDIUM, MEDIUM, - - LOW IT SOLUTION IT SOLUTION SIEBEL SOLUTION IDENTIFIED THE EFFORT HIGH, MEDIUM, GREEN - LOW – – HIGH, HIGH, – – MEDIUM, MEDIUM, LOW LOW – – – – 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 SOLUTION IT SOLUTION SIEBEL SOLUTION IDENTIFIED THE EFFORT – HIGH, – MEDIUM, GREEN - LOW – – HIGH, HIGH, – – MEDIUM, MEDIUM, - - LOW IT SOLUTION IT SOLUTION SIEBEL SOLUTION IDENTIFIED THE EFFORT HIGH, MEDIUM, GREEN - LOW – – HIGH, HIGH, – – MEDIUM, MEDIUM, LOW LOW – – – – Localization Analysis Prepare Kernel for Adaptation Validated Deployment Toolkit Steering Group Prepare Deployment Toolkit
    29. 29. Tina Phillips Principal, Deloitte Consulting QUESTION & ANSWER SESSION Steve Mooney Engagement Manager, Salesforce.com Global Services