Welcome Everyone –Today we’ll be discussing strategies for growing the value, real bottom line value that salesforce.com adds to your businesses bottom line.We’ll be doing this with today Panel which includes Jeff Lane of CoverityAngela Stewart of Manhattan AssociatesJesse Endo, and myself Lou Fox of Bluewolf
Creative Opening:Just last week one of my employees sent around a note to the team stating:XXX Client loses $100K, salesforce.com prevailsWeird right?The story is we were about to start the 3rd Sprint of Product Picker which is a tool we made for this client to make it easier for sales reps to add products from their extensive product catalog to an opportunity. This project will save time for reps, something that is always important to do, greatly improve the quality, previously there were many wrong products that were added that if lucky had to be cleaned up by the operations team, and lastly it just helped adoption by reducing discontent with this section of the salesforce.com.Being that we were about to start the third sprint, and have done 2 releases, this client has half of the functionality already, and really much more because the two remaining sprints are simply bells and whistles., a very important initiative for this client,But over the Thanksgiving Holiday this client lost $100K because Operations and Account Management miss communicated on creative, and thus they weren’t able to bill for these screwed up ads.So the new priority has become digitizing the communication between Operations and Account Management in salesforce.com so that another $100K mistake isn’t made again. And once the fix is in, this fix will be worth atleast $100K to the business, and since the earlier project, Product Picker was done iteratively or Agile, the company was still reaping the benefits of all the work done on Product Picker and we’ll still be able to pick that up later.Today we’ll be teaching more ways to drive real value for your business by digitizing your processes in salesforce.com, predicting the results, and monitoring the results after going implementation.
Let’s talk a tiny bit more about Agile Business Transformation –There are 3 parts – Vision – building the vision of what a business can turn into when it embraces an Agile Culture2 – With an implementation of a cloud technology as the operating system of the business which allows for nimbleness and agility to enact new processes and improve existing processes with greater speed than could ever be done with premise based systems3 – A method for on-going executionIf you are interested in hearing more, come to tomorrow’s session at 1:45 called Start a RevolutionBut today’s session is purely focused on that last circle – strategies to continue to execute far beyond go-live
Thanks Lou-As we’ve mentioned a couple times, the ‘go-live’ event is really just the beginning. Many of you have already made the move to a SaaS or cloud-based system like salesforce.com. A major benefit of these systems is the ability to rapidly change and build out enhancements – necessary in today’s environment, where change is the only consistency. Change comes from many sources – shifting business initiatives, changing market pressures like the recent economic downturn, new technologies and releases like those you may see here at Dreamforce, and, most importantly, changes driven from your user base. We believe that there is a paradigm shift necessary in this new environment – a new philosophy to meeting the challenges of keeping pace with these changes, getting proactive and strategic in your approach, and truly driving value to your business.
Today we will focus on 4 themes, or principles, that we believe can lead to a successful ‘method to execute’ –A decision making process that is focused on valueA method to realize these decisions, by means of a well-identified execution teamA strategy to pace innovation- finding and developing a cadence of change that suits your organizationAnd finally we’ll talk about the Agile Approach.
Now for some fun –The first key strategy is having a solid decision making process, and that process needs to be based on making sure things get done that have the most back for the buck, the highest ROI, and not the thing for the person that yells the loudest.Our two key panelist work for very different companies in-terms of size, and culture, but they both make sure that decisions are made based on value.Jeff let’s start with you – Tell us how you build consensus on what projects to do, and the priority of each project. (Jeff tell us about how you’re still a small enough company that you’re able to go directly to the C – Level to build consensus and prioritize)Angela –You work for a much larger company, a company that is too large for decisions to be simply made at the C-Level. How do you make sure that initiatives are prioritized based on value to the company, when you’re working with department and division heads who are a level or even a several levels below the C-Level?Follow-up – Would you also tell us how this structure that you’ve built for salesforce.com governance is seeping into the rest of Manhattan Associates
Now let’s talk about the make up of each of your execution teams. Because decisions are great, but without a way to execute on these decisions in a timely fashion . . . ouchJeff back to you – Would you please describe the roles and where the resources come from that make up your execution team(Jeff start small, just roles like your role, who is the BA, the developers etc)Follow-up – you mentioned Bluewolf, why thank you. But tell us why you choose to use Bluewolf as part of your execution team, and in particular let’s talk about which projects are done by the Beyond Team, and which projects are done by the Professional Services Team and why –Angela – Being that you’re a larger organization with more resources can you start by telling us the roles of the people on your team today.Follow-up – I assume Manhattan Associates has the resources to hire full-time resources, why do you use Bluewolf Beyond?Another Follow-up – What’s great about you is that you’re obviously a real leader in this field and in your business. Would you tell us what your plans are for next year’s execution team? How do you use services like Premier Support and the Customer for Life initiative, including CSMs?Lastly, while speaking about the execution team would you also talk about your plans around QA and in-particular how you’re using BUTR (Build Update, Test, Report)???
I know that among ourselves we have talked a lot about the pace at which companies innovate. It is about walking a line with users with keeping the system fresh, and avoiding too much change at once. To Jeff: How does Coverity plan for releases? What do you see as the top 1-2 things companies underplan for (Jeff, discuss your plans to move towards quarterly releases, which map to our organizational structure and achieving key goals and visions – in terms of big challenges, Jeff mentioned training users as a challenge and something to be sure you are thinking about)To Angela: Your approach to releases is very structured. Can you tell us how Manhattan Associates schedules releases? (Discuss your monthly releases, break releases, and then strategic releases)Lou: Both Coverity & Manhattan Associates I put in the group of “leaders” we discussed at the beginning, but as we mentioned, even people at the top of their game are not content to sit, they are always pushing themselves further. Can you both share with the audience some of your goals for your organizations in the coming year? What is next for you?
There is a lot of buzz out there about agile development and agile development practices. At the core, agile philosophiesrepresent a new way of managing technology and approaching it in terms of collaboration and building consensus... Systems like salesforce offer a platform where these methodologies, including the principles we explored earlier, can be used to successfully and continuously add value to your business.(To the panel)You have both focused on and completed a number of projects this year. Let’s stop for a minute and talk in more detail about specific projects for a bit, maybe you can tell us more about those projects, your approach, and maybe how your approach was different from a more traditional project approach.To Jeff, Coverity (this will be a discussion around your choice to do the Open Air integration, but here are some sample questions to guide the ~5 minute discussion)What was the impetus behind the decision to actually build the Open Air Integration? Who was involved in your requirements gathering process? How did you work to collaborate those stake holders during development? Why was that project important now? OR, if you can guess (we know you weren’t there during the initial rollout), why wasn’t this project part of your original go-live? (Answer: The business had changed since go live)How did you train people on it? Anyindicators are you using to track success or ROI?To Angela, Manhattan Assoc (similarly this is a ~5 minute discussion around Global Issues Tracking), sample questions: An important project this year has been “Global Issues Tracking” What is the project? What were the goals? Let’s talk about the team. Who was assigned to this project? Who is the business owner for this? Who is doing the heavy lifting technically? How are you rolling this out? How is adoption being managed?What indicators are you using to track success or ROI?
Bluewolf Beyond Dreamforce 2010
Beyond Go LiveA Plan for Sustaining ROI with Salesforce<br />General Success<br />Lou Fox, CTO Bluewolf<br />Jesse Endo, Director Bluewolf Beyond<br />Jeff Lane, Director Business Operations, Coverity<br />Angela Stewart, Manager, Manhattan Assoc. <br />
Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act 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 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.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, 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 intellectual property and other litigation, risks associated with 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 ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />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 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.<br />
Agenda Slide <br />You’re live — now what?<br />Go-live is just the beginning<br />4 common themes to successfully achieving ROI & maximum value with Salesforce<br />Expert Panel – Discussing best practices and approaches <br />
Enhancements & Improvements/Not support or maintain
ROI tracking to articulate value & benefit</li></li></ul><li>Agile Business Transformation<br />Transformational Vision & Belief <br /> Flexible Technology Platforms<br />Method to Execute, Measure, and Sustain Innovation<br />
You’re Live in the Cloud – Now What?<br />Change is the only Consistency<br />Shifting Initiatives<br />Changing Market Pressures<br />Emerging Technologies/New Releases<br />User-driven Demand<br /><ul><li>Challenge
How to get ahead (become proactive & strategic in approach)
Determining value and ROI</li></li></ul><li>How much value are you getting from your investment?<br />Strong Growth & Transformation<br />Growth<br />2-3X ROI<br />(Strategic in Approach)<br /><ul><li> Established Governance
Not likely to adopt new release features</li></ul>Player<br />Method to Execute & Sustain<br />
Post Go-Live – Another Beginning<br />Don’t lose momentum, you need: <br />Structured decision making, focus on value<br />Method to execute<br />Strategy to pace innovation<br />An “agile” approach<br />Let’s talk to the “LEADERS”…<br />
Jeff Lane<br />Director Business Operations<br />Speaker Name<br />Angela Stewart <br />Manager CRM<br />
Jeff Lane<br />Director Business Operations<br /><ul><li> Leader in software Integrity
Software products that enable customers to prevent software problems throughout the application lifecycle
Used by 100,000+ developers and 1000+ companies</li></li></ul><li>Angela Stewart <br />Manager, CRM<br /><ul><li> The supply chain people
Address ongoing support needs Premiere Support + Admin</li></li></ul><li>3: Pace Innovation<br />Develop a cadence of releases that your end users can easily “digest”<br /><ul><li>Strategic projects vs. regular updates (bundled)
Expect uncertainty, manage and adapt</li></li></ul><li>4: An Agile Approach/Process<br /> An Agile Shift: Performance is driven by group accountability and shared responsibility<br /><ul><li>Determine who should be involved on a given project
How can success be measured? What are your key indicators?</li></li></ul><li>Key Take Aways<br />Maintain a vigilant focus on value & user needs <br />If you haven’t already, set up a Steering Committee with key decision makers<br />Determine your resource needs & strategy to execute change ongoing<br />Determine a release plan/schedule that meets the needs of your company<br />
Question & Answer<br />Jeff Lane<br />Director Business Operations<br />Angela Stewart <br />Manager CRM<br />Lou Fox Jesse Endo<br />CTO Director Beyond<br />firstname.lastname@example.org@bluewolf.com<br />ph: 646.230.1980 ph: 646.230.0878<br />