Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization
Marsh’s Journey from
Vision to Realization
Safe harbor statement under the Private Securities Litigation ReformAct of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of
the assumptions proves incorrect, the results of salesforce.com, inc. 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 product or service
availability, 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 developing and delivering new functionality for our
service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth,
interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible
mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our
employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com
products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of
salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most
recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information
section of our Web site.
Any unreleased services or features referenced in this or other presentations, 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 the 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.
Senior Vice President
Peter van Tilburg
Managing Director / Partner
Marsh is a global leader in insurance broking and risk
management. Founded in 1871, it has more than 27,000
colleagues providing advice and transactional capabilities in
more than 130 countries. Marsh is a wholly owned subsidiary
of Marsh & McLennan Companies.
Accenture is a Leader in Salesforce Implementations
Forrester Wave ™: Salesforce.com Implementation Services, Q2 ‘13
The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are
trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of
Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores,
weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in
the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at
the time and are subject to change.
Salesforce.com #1 Alliance Partner
• Driving salesforce.com’s largest transformational projects
• 5,000+ skilled professionals, 1,840 certified – double any
competitor (as of Feb 28, 2015)
• 1200+ enterprise Salesforce.com projects across 325+ different
clients for all market sectors
• 1.25 Million Salesforce seats
• 9.6/10 client satisfaction
• Up to 50,000 hours of Salesforce training annually
• Armed with 200+ intelligent tools
• Ability to deliver expertise and Salesforce skills in virtually every
corner of the world
• Named the Salesforce.com leader by Forrester Research, Inc.,
specifically noting that Accenture is best suited for
transformational, complex, or global projects that change the
business in a significant way
MarshForce is a major investment in our people, providing the right
tools to help achieve our aggressive growth aspirations.
MarshForce will streamline our processes by:
Standardizing client development and retention processes.
Creating one customer relationship management (CRM) system, allowing for access to more accurate and timely
Providing an easy-to-use common platform for colleagues around the world.
MarshForce will help enable growth through:
Real-time information, empowering colleagues to seize revenue generation opportunities.
Greater collaboration across geography, product, and specialty lines.
Better management of time, tasks, and activities for clients and prospects.
The Case for Change:
Why MarshForce? The Right Solution, The Right Time
Approach: Deployment Guiding Principles
Deploy a Global Core Solution that is ~80% consistent worldwide using a common set of tools and
processes (i.e., the Rapid Delivery Toolkit) to drive deployment consistency and efficiency.
Countries that are deployed together will complete deployment activities for their Wave
collectively with defined representation from all countries involved within the Wave (e.g., only one
set of requirements meetings will be conducted for all countries included in a Wave).
Sequence countries so that “global ambassadors” experience the value of the tool early and broadly
endorse it – find strong leaders and obtain their support.
Some countries may require more organization adoption efforts than others – deploy to these
countries with enough time to give them the support they need to drive take-up and usage of
Salesforce.com (i.e., do not sequence them at the end of the effort).
Coordinate deployment Waves to increase design, build, test, and data migration efficiencies
while anticipating the need to effectively coordinate with the development of integrations and regular
Global Core Enhancement Releases (e.g., potentially monthly releases).
Source: Accenture 8
Approach: Rigorous Delivery
25 Jan 1 Mar 8 Mar 15 Mar 22 Mar 29 Mar 5 Apr 19 Apr 26 Apr 3 May
Source: Accenture 9
High-Level Global Deployment Plan
4/102/101/1012/09 3/10 5/10 6/10 7/10 8/10 9/10 10/10 11/10 12/10
In Progress – Risk of Delay
In Progress – On Time
In Progress – Delayed
Not Started – On Time
Not Started – Risk of Delay
Wave 1 Germany/Austria
Wave 4 Canada
Wave 3 Japan
Wave 5 France
Wave 9 Brazil
Wave 7 Korea
Wave 8 Australia, New Zealand
Wave 10 UK (Group 2), Ireland
Wave 11 Greece, Italy, Portugal, Spain
Wave 12 Taiwan, Singapore, Asia Regional
Wave 13 Fiji, Papua New Guinea
Wave 15 Colombia, Mexico, Peru, Venezuela
Wave 14 USA
Wave 17 Denmark, Norway, Finland, Sweden
Wave 19 Argentina/Uruguay, Chile, Puerto Rico, Miami
Wave 18 China, Hong Kong/Macau
Wave 20 CEE, CIS
Wave 21 Africa, India, Turkey
Guam, Malaysia, Thailand,
Global Deployment Progress
Snapshot: sample progress report
Wave 16 Israel, Middle East
Wave 2 UK (Group 1) Bowring
Wave 6 Belgium/Luxembourg, Netherlands
Source: Accenture 10
Approach: Deploy the Global Core Resources
Global Resource Contribution
Global Solution Delivery Global Solution Development
Regional Resource Contribution
In-Country Resource Contribution
Source: Accenture 11
It’s a Journey --
Lessons Learned from Deployment
• Leadership. Leadership. Leadership.
• Single sales process.
• Build a support network – champions network.
• Don’t over customise – keep it simple.
• WIIFM – change management.
Structure of the Team
deliverables and vendors,
Define strategic and tactical
intent, review funding requests.
adoption, align to
and align to
Screen, select, and
prioritize requests.User Council
issues, risks and
Drive roadmap, develop plan,
track and report, manage
Approach: Global Champions Network
Post go-live support is four-tiered
Online Help and Training
•Users access Salesforce.com online.
Help and training/webinars/tip sheets.
•Assists in ongoing training.
•Supports user adoption through local presence.
•Coordinates with regular champion for improvements,
needs, and priorities.
•Assists with more difficult questions, data
cleansing/migration, user adoption, user license
management, system changes, etc. Coordinates with IT.
•Implements system changes, allocates licenses, assists with
very complicated process questions. IT champions would be
engaged at this level.
• Dedicated higher skilled resource pool
• Higher experienced resources leveraged across projects (potentially
across enhancements, implementations and support)
• Long-term engagement with Marsh
• Blend of Marsh and domain/technology expertise for shared services
• Lead initiatives on innovation, learning, continuous improvements and
knowledge management – common architecture, templates and
• Protected from COLA increases
• Relatively lower skilled resources
• Meet short-term staffing needs
• Minimum impact on team balance on planned ramp-downs
• Rate card based pricing
• Leverage shared resources
• Augments core team skills
• Judicious sourcing of variable / niche skills
• Meet variable demands of business and enable
management of peaks and troughs
• Flexibility to on-board and ramp-down on periodic
• Address short-term project humps
• Need for niche for short duration
• Serves as strategic bench
Business agility Data Quality Cloud Computing Accelerate deployment
Reuse before configure,
configure before customize
• Strategic extension of Marsh’s COE
• Thought leadership
• Meet fixed demand
• Avoid wait-times for ramp-up
• Improved delivery quality
• Strong Project Management
• Infuse Marsh expertise
• Foster innovation
Core Flex Resourcing Model
Accenture’s Core-Flex model is a sourcing model that allows us to provide
baseline support and flex resources as needed based on business demand.
It’s a Journey –
Lessons Learned from Ongoing Support
• Importance of good service level agreement.
• Transparency of resource tracking/productivity.
• Managing business expectations of change process.
• Establish a structure that allows for continuous improvement.
Organizational Silos Hinder Productivity and Growth
14 hours a
Hard to stay updated.
Information in disparate
Difficult to share content.
Surfacing information is
Expertise is buried.
Engaging customers and
partners is difficult.
Forums do not leverage data.
Portals are transactional.
to Stay Productive
Great Expertise, Ideas,
and Insights are Buried
Customers and Partners are
Disconnected From the
Increase in sales
cycle in past five
Managing approvals each
Time spent looking for
Content is Difficult to
Find and Access
Inaccessible on devices.
Separate from business
Searching, but not finding,
documents each week.
The Case for Change:
Why Our Old Intranet Was Split in Two
Part 1: Social Site
Not tied to business
Social for socials
Part 2: Company Portal
Content quickly out of date.
Hard for IT to maintain and
Siloed from the way
Drive business collaboration.
Drive customer relationship management (CRM) adoption.
One place for news, tools, and product information.
Modern features ― personalization and mobile readiness.
We Needed a Solution that Would Bring Everything Together
Chatter Monthly Metrics - Total Posts
Early August 2013
Launched Chatter for all
End April 2013
Launched Chatter for sales
Activity on prior collaboration
platform had stagnated
It’s a Journey:
Lessons Learned from Chatter
Leadership. Leadership. Leadership.
Do not just turn it on – pilot.
Lay out some ground rules according to your company values.
Group structure works.
Collaboration is an Accelerator of Sales Growth
We connect the dots for new opportunities.
We can break down hierarchical barriers.
We can follow top deals in real-time.
We can discover insights from our global colleagues.
We can crowd-source feedback on new initiatives
It’s a Journey:
• 8,500 sales cloud users.
• 20,000 “social intranet” users.
• 100+ countries.
• 10+ foreign language translations.
• 15 Regional Coordinators.
• 70+ Country Coordinators.