At salesforce.com, we are committed to thinking differently and constantly pursuing fresh new ideas. Salesforce Services, the world’s highest group of SFDC experts & innovators, hosts knowledge share events to share ideas with those within the professionals services community. SFDC thought leaders Israel Forst and John Rizzo facilitated a discussion on "Business & Technology: How to Strike the Right Balance for Success", focusing on both the Sales and Delivery perspectives. Here is the slide deck from their presentation...enjoy!

1. Business & Technology:
Striking the Right
Balance for Success
Israel Forst
Senior Director,
Salesforce Services
John Rizzo
Director/TSA,
Salesforce Services
@johnrizzo1
in/israelforst
In/johnrizzo1

2. Introductions

3. Israel Forst

4. John Rizzo
• Wife and two kids
• Love to create
• Linux
• Hardware hacking
• Woodworking
• Passionate about tech
• Development, Infrastructure, etc.
• Technology Leadership for past
decade

5. Agenda
What’s Changing? WIIFM
Designing for the Future
Delivering In the Future
Selling In The Future

6. Who’s Buying Technology?
CFO/CMO Decision Makers
CIO - Influencer, less of a
decision-maker
Why?

7. *aaS = Equalizer
Legacy Approach:
•
Limited business ROI
•
Took too long
•
Wasn’t agile
•
No continuous evolution
•
Competitors are excelling
With *aaS
• All roads don’t lead to IT
• Disintermediation creates options
• Options = Competition = Power to Consumer

8. Consumerization of IT?
Benefits
• More standardization
(communication, etc…)
• More Options
• More End User Focused
• More Innovative
Challenges
•
•
•
•
•
•
More Disconnected
More Options
More End User Focused
More Innovative
Higher Expectations
New Design Paradigms

9. How Does IT Stay Relevant?
Coalescence

10. OK, I Get It!
But Which Cloud Should I Use?
Possibly All, Most Likely Some, Rarely None

11. Design and Delivery

12. Which choice solves for these
goals?
• Provides solutions in a timely manner
• Aligns costs to ROI
• Constantly adapts to business changes
On Prem?
*aaS?
Other?
• Satisfy all constituents
• Becomes part of the business strategy/success
There is no single answer for all requirements

13. Balance Is Key
On Premise
(Infrastructure
and Apps)
Infrastructure /
Platform as a
Service
Software as a
Service
● High Customizion
● Low Configuration
● Low Configuration
● High Configuration
● Low end-user power
● High end-user power
● Low/No License Cost
Cost
● Low Customizion
● Low end-user power
Flexibility
● High Customizion
● Low/No License Cost
● Usage (Value) Based
● High IT Mgmt Cost
● Higher Overall Cost
● Very Low Mgmt Cost
● High IT Mgmt Cost
● Slow
● Faster than on-prem
but still slower than
PAAS/SAAS
● Fastest
● Slow Time to Market
● Faster Time to Market
● Fast Time to Market
● High Startup Cost
● Lower Startup Cost
● Low/No Infrastructure
Cost
Time to Market
Barriers To Entry
● Fixed IT Costs

14. Decision Criteria Differs
For ( Solution Component sc : Solution) {
Evaluate sc: […]
}
Component
• Customization vs. Configuration
• Rapidly Evolving Requirements
• Points of Access (Mobile,
Desktop)
• Compliance Requirements
• Customer Skillset
• Multi-Tenancy Suitability
• Data Security Constraints
• Data Volumes
• Latency Sensativity
Options
•
•
•
•
On Prem
IAAS
SAAS
PAAS

15. The Right Order?
User Interface Is
The End Goal
Data Model
Remains Fluid
3
• Data Model
6
4
• Security Model
5
1
• User Interface
1
5
• Integration
4
6
• Optimization
3
2
• Reports & Outputs 2
Meta-Data Application
Approach
Traditional Approach
User Interface
Requirements =
Means to Data
Model

16. Krispy Kreme Do-Nots
The Price of Admission:
• Check your dogma at the door
• Everything is on the table (Including the cloud)
• Speak in future-state requirements – Not about the last app
Project Killers:
• Disengaged top-down sponsorship
• Fixed Scope/Design – Agile design needs agile scope
• Feature Parity – “Make it just like my current app”
Design For Success:
• Feature Parity = Issue Parity
• Embrace Failure – Fail often, fail fast, iterate and evolve

17. Selling The Future

18. • You can’t continue to scope the way you used to
• The single greatest factor that will affect your sale is
configuration vs customization
• Don’t nickel and dime.

19. Customization is a multiplier
Configuration Limits Scope
•
•
•
•
Fixed/Known Scope
Anticipated Permutations
Encourages Common Use-cases
Drives Cost Down
Customization Opens Scope
•
•
•
•
Unlimited/Unknown Scope
Greater Opportunity for Defects
Encourages “Feature Parity”
Drives Cost Up

20. The Downside of Configuration
Configuration work ≠ Lower Cost Resources
• Configuration Work = Business Decisions, not application config
• It can be done remotely, but should it? – Alignment with users
• Not a good candidate for off-shoring
Great/Fast Demo = Higher Expectations
• “Why can’t we just put that in production?”
• Highlight cost of getting it wrong
Doesn’t Look Like Our Current Tool
• Reset expectations early
• Highlight time-to-market
• Highlight the cost-savings

21. Scoping Best Practices
Acknowledge The Reality
• Enterprise projects are never delivered as scoped
• Agility is your friend
• Embrace the shifting sand, encourage your customer to do the same
Sell The Ability To Evolve
• Tight scope requires complete pre-sales design – Don’t sell that way
• Forces customer to made decisions before they’re ready
Encourage Iteration
• Phase 1 = Minimum Acceptable Functionality
• Resist scoping Phase 2 until some miles behind you
Law of Diminishing Returns
• Avoid tightly-scoped configuration, focus on broad strokes (L/M/H)
• Solve for what can’t be configured, and scope that

22. Question for Delivery Resources
• What type of Project would you prefer to staff?
• Tightly scoped by pre-sales or flexible scope with price range?

23. This Isn’t The End
Consumerization of IT doesn’t marginalize IT
Forces a transition to business oriented IT
Professionals
Represents opportunity for us all

24. What Did You Learn?

26. Israel Forst
Senior Director, Salesforce Services
in/israelforst
John Rizzo
Director/TSA, Salesforce Services
@johnrizzo1
In/johnrizzo1