Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization


Published on

  • Be the first to comment

Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization

  1. 1. Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization
  2. 2. 2 Safe Harbor 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, 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 products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, 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., inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Megan Marshall Senior Vice President Marsh 3 Peter van Tilburg Managing Director / Partner Accenture
  4. 4. 4 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.
  5. 5. 5 Accenture is a Leader in Salesforce Implementations Forrester Wave ™: 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. #1 Alliance Partner • Driving’s largest transformational projects • 5,000+ skilled professionals, 1,840 certified – double any competitor (as of Feb 28, 2015) • 1200+ enterprise 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 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
  6. 6. 6 Accelerating Sales: Our Journey to Elite
  7. 7. 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 information.  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 7
  8. 8. Approach: Deployment Guiding Principles Standardize 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. Consolidate 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). Build Momentum Sequence countries so that “global ambassadors” experience the value of the tool early and broadly endorse it – find strong leaders and obtain their support. Anticipate 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 (i.e., do not sequence them at the end of the effort). Drive Efficiency 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
  9. 9. 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
  10. 10. 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 Legend In Progress – Risk of Delay In Progress – On Time Complete 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 Wave 22 Guam, Malaysia, Thailand, Vietnam, Indonesia, Philippines 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
  11. 11. Approach: Deploy the Global Core Resources 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 Resource Accenture Resource Marsh 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 Offshore Config Comms Lead System Architect User Advocacy Group Functional Lead (6) Regional Training Lead (6) Business Leader IT Lead (Optional) UAT Requirement/Des ign Participants Super Users Offshore Config Team Application Architect DMG Lead (5) Training Delivery Release Manager Ongoing Support Change Control Board Business Release Manager Source: Accenture 11
  12. 12. 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. 12
  13. 13. Structure of the Team Provide domain knowledge and technical expertise. Manage technology deliverables and vendors, conduct technical assessments. Global Product Management Steering Committee Define strategic and tactical intent, review funding requests. Global IT Partner Partners Change Control Board Regional Coordinators Country Coordinators Manage change and adoption, align to priorities, and screen requests. Track user adoption, and align to priorities. Screen, select, and prioritize requests.User Council Identify regional opportunities, issues, risks and validate priorities. Drive roadmap, develop plan, track and report, manage communications. Global Champions 14
  14. 14. Approach: Global Champions Network Post go-live support is four-tiered Online Help and Training Super Users Regional Champions Global Team •Users access 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. 15
  15. 15. • 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 simplicity • 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 basis • Address short-term project humps • Need for niche for short duration • Serves as strategic bench Why? Why? Key attributes Key attributes Business agility Data Quality Cloud Computing Accelerate deployment Reuse before configure, configure before customize Deliver value CORE Team FLEX team • 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. 16
  16. 16. 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. 17
  17. 17. 18 Why Chatter? Organizational Silos Hinder Productivity and Growth 14 hours a week in email Hard to stay updated. Information in disparate sources. Difficult to share content. Surfacing information is impossible. Expertise is buried. Geographies create informational divides. Engaging customers and partners is difficult. Forums do not leverage data. Portals are transactional. Employees Struggle to Stay Productive Great Expertise, Ideas, and Insights are Buried Customers and Partners are Disconnected From the Organization 72% Increase in sales cycle in past five years. 4.3 hrs Managing approvals each week. 9.6 hrs Time spent looking for information. Content is Difficult to Find and Access Fragmented across repositories. Inaccessible on devices. Separate from business data. 3.5 hrs Searching, but not finding, documents each week. Source: IDC
  18. 18. 19 The Case for Change: Why Our Old Intranet Was Split in Two Part 1: Social Site Separate login. Not tied to business data. Quickly became irrelevant. Social for socials sakes. Part 2: Company Portal Not personalized. Content quickly out of date. Hard for IT to maintain and update. Siloed from the way employees work.
  19. 19. Our goals: Drive business collaboration. Drive customer relationship management (CRM) adoption. Consolidate platforms. One place for news, tools, and product information. Modern features ― personalization and mobile readiness. We Needed a Solution that Would Bring Everything Together Salesforce 20
  20. 20. Our Solution: Marsh Connections Chatter feed Country newsGlobal news 21
  21. 21. Chatter Monthly Metrics - Total Posts 22 Early August 2013 Launched Chatter for all End April 2013 Launched Chatter for sales users Early 2013 Activity on prior collaboration platform had stagnated
  22. 22. 23 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
  23. 23. It’s a Journey: MarshForce Today Salesforce • 8,500 sales cloud users. • 20,000 “social intranet” users. • 100+ countries. • 10+ foreign language translations. Global Champions • 15 Regional Coordinators. • 70+ Country Coordinators. 24
  24. 24. Questions and Answers 25
  25. 25. 26 Thank you! Megan Marshall Senior Vice President Marsh Peter van Tilburg Managing Director Accenture
  26. 26. This PowerPoint™ presentation is based on sources we believe reliable and should be understood to be general risk management and insurance information only,. In the United Kingdom, Marsh Ltd is authorised and regulated by the Financial Conduct Authority. Copyright © 2015 Marsh Ltd All rights reserved 27