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Strategic Planning_DF13_Final
- 1. Strategic Planning How toDefine a Vision and Roadmap to Maximize Your ROI Heather Wintermantel, Salesforce.com, Director, Customer Success Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations Marc Madenwald, Adobe, Director, Sales Process & Productivity Bobby Brill, Salesforce.com, Senior Cloud Success Technologist
- 2. Safe Harbor Safe harborstatement 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 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.
- 3. Objectives & Introductions SessionObjectives Define: What is strategic planning? Why does it matter? Discuss experiences and challenges of implementing a strategic planning framework. Highlight critical success factors for ensuring your strategic planning framework delivers business value and maximizes ROI. Introductions Heather Wintermantel, Salesforce.com, Director, Customer Success Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations Marc Madenwald, Adobe, Director, Sales Process & Productivity Bobby Brill, Salesforce.com, Senior Cloud Success Technologist
- 4. What is StrategicPlanning? An organization’s process of defining its strategy or direction over a period of time and making decisions on allocating its resources to pursue this strategy. Key components include: • Vision & Strategy • Roadmap • Plan • Results • Governance
- 5. How to Executea Strategic Planning Process? Define Vision & Strategy Strategic Objectives Program Goals Success Measures – Business Objectives, Value Drivers, KPIs & Metrics Build Roadmap Process Map Capabilities Themes & Scenarios Develop Plan Release Plan Sizing, Capacity & % Mix Measure Results Adoption Realization of Business Value Governance Demand Management, Portfolio & Project Prioritization
- 6. Why does StrategicPlanning Matter? Key Benefits: 1. Provides focus for the organization 2. Communicates & reinforces alignment to strategic goals and objectives across the organization 3. Ensures the most effective use of resources (budget & resource capacity) by focusing on key priorities 4. Solves major business challenges in the organization 5. Increases realization of business value, I.e. Sales productivity, revenue generation, increased efficiency and effectiveness
- 7. The Journey ofTwo Companies Accelerate “Run the Business” Best in Class Foundation Automate & Enable Expansion “Strategic Program” Y2 Y1 Y3 Y4 Y5
- 8. Daryl Ganas Senior Director SalesProcess & Capabilities, Sales Operations
- 9. HP Sales Transformation– Journey ...building the Sales Transformation Future • Powering the Sales Transformation at HP • Simple and predictable HP buying experience across all customers and channels • Timely and relevant information • Unrivaled customer experience regardless of entry point Effective quota planning and performance reporting Sales Comp Lead to Order Business intelligence with relevant and timely insights Sales Process Sales and Partners integrated via the Unison Platform Globalize on standardized platforms Order to Cash Business Intelligence & Analytics Efficient integrated sales experience The Journey…
- 10. Sales Transformation –Vision Drive improved customer experience, sales productivity and management visibility Quote to Cash Sales Compensation Service & Support Marketing HP Sales Platform (Global, Standardized Processes)CRM Customers Partner s Online Sales Reps PRM Financial Claims Sales Business Intelligence & Analytics
- 11. Sales Transformation Roadmap– Year 1 The Results 1) Sales Productivity 2) Sales Process Alignment 3) New Sales Platform The Success 4,127 6,909 14,003 16,310 24,200 35,000 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Jan '12: Program Start May '12: Release 1 - Wave A Aug '12 Release 1: Wave B Sept '12: Release 2: Wave A Nov '12: Release 2 - Wave B Dec '12: Release 3- Wave A Feb '13 : Release 4 Deployment Wave User Ramp Plan – SFDC
- 12. The Results 1) CompleteSales Cockpit 2) Partner Transformation 3) Integrate Quoting & Sales Compensation CommunitiesValue Selling, Portfolio Training First-line Sales Manager’s Dashboard Account & Territory Planning Lead Mgmt & Deal Registration Opportunity Mgmt Pipeline Mgmt & Forecasting My Sales Comp Renewals & Support Order Mgmt & Fulfillment Bid Mgmt Conf, Price, Quote (CPQ) Core Sales Processes Quote to Order Sales Cockpit powered by Salesforce.com Sales Transformation Roadmap – Year 2
- 13. Strategic Planning GovernanceModel Shift to Strategic Planning & Platform Governance • Driven by Business Vision • Focus on Value Drivers / Benefits • Analyze current capability maturity level against desired end state • Prioritize capabilities based upon BG input • Working more closely with SFDC to develop a longer term roadmap Platform Governance • Demand Management & AppExchange Process • Shift to Governance 2.0 Solution Delivery Deployment, Business Readiness, & MoC Key Sub-Streams − Deployment Planning & Execution − Business Readiness & MoC − Comms & Stakeholder Engagement − Training Business Processes, Capabilities, & CRP Execution User Acceptance Testing Architecture, Data, & Integration Platform Development & SI Testing Strategic Planning & Governance Reporting SFDC CoE Operations
- 14. Strategic Planning –3 Core Components Vision Roadmap Advanced Planning Release Planning Capacity & Skill Planning Release Themes/Mix (%) Process & Technology Map Capabilities List Solution Map Roadmap – 1 yr, 2 yr, 3 yr Vision Statement Strategic Objectives Program Goals, Objectives & Business Priorities & Value Success Measures Drive Adoption & Measure Realization of Business Value
- 15. BG Interviews Capability Maturity Analysis SPT Vision Objectives Individual Workstream Roadmaps (MDCP,Partner, Q2C, etc.) Value Drivers Benefit Focused Roadmap Marketing HP Vision Strategic Planning Inputs
- 16. Prioritization Framework Criteria DecisionCriteria Description Critical to keep the business running Is this capability necessary to keep the business running? Strategic Fit Does this capability fit our business strategy or fulfill a strategic objective? Benefit to the customer /partner/sales experience Does this capability improve the customer/partner/sales experience? ROI (cost/benefit) How positive is the return on investment? Shared Capability Does this capability benefit multiple BUs? Time to value How quickly can the capability be delivered to drive benefits? Driving from opportunity to close more quickly Readiness to adopt and deploy How ready are we to start on the work stream planning? Is MoC strategy clear? Can regions handle speed of capability implementation? Strategic Alignment Benefits Speed Readiness
- 17. Sales Transformation –What’s Next? Outcomes and Innovations… Process Workflows Multi-BG Opportunities “Gamification” Leaderboards & Sales Rep performance Expand Platform HP on HP Mobility • “Powered by HP” “ALM” – Application Lifecycle Mgmt • E2E Testing across all capabilities HP IDOL • Deriving customer insights through accessing and understanding all your Data Strong Customer Connections Assess and Leverage customer buying behavior Social Enterprise Global Opportunities
- 18. Marc Madenwald Director Sales Process& Productivity
- 19.
- 20. Adobe’s Vision &Roadmap Phase 1 PRM July, 2010 Phase 1 Sales July, 2011 Phase 3 Sales Monthly Thru FY13 Phase 2 Sales January, 2012 Focus • Partner Enrollment & Leveling • Deal Registration Program Enterprise Lead to Order (ELO) ProgramAdobe Partner Connection Focus • Drive Active Use & Adoption • Establish Governance Model • Managing Project Prioritization • Cross-Functional Execution & Coordination Focus Single, scalable, CRM system to support all enterprise products/customers w/end-to-end process • Optimize Marketing Spend • Consolidate lead and opportunity management • Improve Enterprise Customer Purchase Experience • Improve Sales Productivity • Increase Back Office Efficiency ELO Maintenance
- 21. Plan & Results– The Adoption Challenge FY13: Run the Business • Go to Market Enhancements • Quote to Cash Business Transformation • Territory Planning & Assignment • Compensation Crediting STICK (top-down) CARROT (user-focused) • General Enhancements Track • Collaboration (Chatter) • Usability Improvements • Process Improvements • Mobility Solutions • Management Insights • Sales Ops Enablement • Incentivize Behaviors (gamification) Corporate Mandate: Enterprise Lead to Order (ELO) User Value Focus: Get Productive
- 22. Governance Model &Guiding Principles Customer Experience Sales Productivity Back Office Efficiency Bi-Weekly Governance Forum MKTG Sales Back Office Weekly IT Release Mtgs Guiding Principles
- 23. Project Intake, Prioritization,& Tracking
- 24. Demand Management –Pipeline & Execution 24 Define Strategy & Top Level Capabilities Identify capability gaps and sub-capabilities Define processes and business requirements Implement Manage Change & Enable Evaluate, Improve, & Close Management What & Why How Who Results Concept • Business case • Business & financial model • GTM strategy alignment • Acquisitions • Why this is important? Discovery • Capabilities: • People • Process • Technology • IT or Vendor Solution • Gaps Define & Design • Document current processes • Define short & long term target state Development • Delivery roadmap • Project plan • Detailed requirements • Use cases / user stories • Process design Delivery • Change mgmt impact • Training plan, content & communications • Support plan & execution • Documentation / guides Evaluate Results • Track and monitor KPIs • Measurement • Retrospectives • Optimization cycle Business Process ManagementBusiness Architecture Sales Ops PMO BCM / Field Enablement IT
- 25. Daryl Ganas Senior Director SalesOperations Sales Process & Capabilities Heather Wintermantel Director Customer Success Marc Madenwald Director Sales Operations Bobby Brill Senior Cloud Success Technologist
- 26. Critical Success Factors 1.Define a strategic planning & governance process 2. Develop process & technology roadmap 3. Define business capabilities and maturity targets 4. Prioritize capabilities based on business value 5. Determine release plan based on capacity & % mix 6. Connect vision to results by tracking KPIs/Metrics 7. Analyze ROI to drive future prioritization of capabilities
Editor's Notes
- #4 The objective of today’s session is to talk about strategic planning. Daryl & Marc are here today to share with you their personal experiences of how they’ve planned, drove and sustained a strategic planning framework and process within their organization, including lessons learned and tips to help you realize your companies’ expected business benefits/ROI. We will first talk about what is strategic planning? Then we will spend some time learning about strategic planning @ both HP & Adobe Next we will spend some time on Q&A And finally, we will wrap the session with some closing thoughts Agenda Strategic Planning Overview – 10 minutes Customer Stories @ HP & Adobe – 25 Minutes Panel Discussion - 10 Minutes Audience Q&A – 10 minutes Wrap Up – 5 minutes
- #6 Vision & Strategy – Outlines what the program wants to be. It is a long-term, future state view. Roadmap – Plan that connects vision, values and objectives with strategic actions required to achieve those objectives. Plan – Release plan to deliver capabilities prioritized on the roadmap Results Governance Portfolio & Project Prioritization – Based on ROI, value/risk criteria, scoring, Demand Management – various sources: roadmap, user feedback (ideas), enhancement requests, net new requests for new capabilities, AppExchange solutions Funding/Budget – centralized (program) or de-centralized, by BUs or self-funded/requestor model
- #7 Transition to HP…2 different companies in difference phases – HP – year 2, Adobe – year3+ - steady state/run rate
- #9 Daryl Ganas is a Senior Director of Sales Operations at HP. In his current position, Daryl is part of the Technology & Operations team and is responsible for sales transformation from Lead to Quote. Daryl has led the solution delivery and strategic planning for HP’s sales process transformation program and has played a critical role in the largest and fastest implementation of Salesforce history by transitioning 33,000 users onto the SFDC platform in the first year.
- #10 HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society. Fortune 15 – US. Fortune 31 – Global. #1 or #2 in most markets Serves more than 1 billion customers Operates in ~170 countries on 6 continents with over 300,000 employees 177,000 partners world-wide
- #12 Approach Budget/Funding model – 100% centralized/program Initial roadmap, scope/capabilities and plan defined, prioritized by Decision team and executed Requirements & user stories prioritized through CRP process Platform governance process for new demand/appexchange initiated Focus on increased sales productivity and user adoption. (not ROI yet…)
- #14 Increased demand on platform (BUs, other functions) required change in approach - Strategic Planning 2.0 – Triangle Budget/Funding model shift from 100% centralized program funding to some BU funding = Shift to a new strategic planning model (Triangle) & Governance 20.0 to support the changing needs. Defined capabilities Developed Roadmap around strategic “Themes” Increased rigor around portfolio and project prioritization & planning Prioritization of demand, decision criteria Value/risk ratings Release planning – capacity & % mix Greater accountability for results - business value delivered/ROI. Begin shift from adoption – usage and effective usage to business performance/ROI Platform Governance process (meeting cadence, Business/IT) Demand Management – screenshot from SAASPMO or HP PPM, Ideas
- #16 Demand Management Sources of Demand: Program Roadmap Individual Workstream Roadmaps BG specific Strategic Plans & Interviews Usability Enhancements Backlog User Feedback/Ideas Platform Governance - weekly meeting to review demand pipeline and prioritize Decision Team to finalize scope for releases
- #19 Thanks Daryl. Next, I’d like to introduce Marc Madenwald. Marc is Director of Sales Process and Productivity at Adobe. He has been at Adobe for 15 years and has fulfilled multiple roles within Sales Operations, Field Enablement, and Corporate Marketing. Currently Mark is leading the effort to transform the sales process and improving the field experience in order to drive productivity in salesforce.com Marc, can you talk with us about how you approach strategic planning at Adobe?
- #20 Thanks Heather. Let me start by telling you a bit about Adobe and setting the context for how our implementation of SFDC has evolved. You probably know Adobe for its creative business (Photoshop, Illustrator, InDesign, Acrobat). In the past year or so this business has had tremendous change as we transformed our business from a perpetual license shrink-wrap business to a cloud based SaaS model called the Adobe Creative Cloud. What you may not know about Adobe is we also have a rapidly growing Digital Marketing SaaS business called the Adobe Marketing Cloud. The Marketing Cloud’s technologies have largely come to Adobe through a variety of acquisitions such as Omniture, Day Software, and most recently Neolane. Together, these solutions make Adobe the global leader in Digital Media and Digital Marketing, allowing our customers to make, manage, measure and monetize content across every channel and screen. But this business transformation and acquisition strategy has required enormous change in our business processes; presenting us with a number of business process and system integration challenges. To manage that change Adobe has partnered with Salesforce in implementing Sales Cloud to be the central component of our end-to-end Enterprise Lead to Order business process. Salesforce.com has been integral to our ability to transform, integrate, and grow our business.
- #21 In 2010 Adobe engaged Salesforce around our Channel Partner Program. Deployed PRM to manage Partner Enrollment and Program Leveling Channel Partner Deal Registration Program In 2011 we realized we needed a new consolidated platform for our Enterprise business processes. Our existing mix of solutions (inherited from old business processes or acquired companies) was inhibiting our SaaS transformation and acquisition strategy. Through 2012 we implemented 2 major phases (6 months apart) of our Enterprise Lead to Order program. This allowed us to: Optimize Marketing Spend Consolidate lead & opportunity management And lay the foundation to: Improve Enterprise Customer Purchase Experience Improve Sales Productivity Increase Back Office Efficiency In 2013 our focused shifted to to evolve and refine our Enterprise processes. We took a more iterative maintainence approach with a monthly cadence of releases to address a new set of challenges: Active Use and Adoption The need for a Governance Model Managing Project Prioritization Cross-Functional Execution and Coordination
- #22 A big challenge for Adobe this year has been driving active use and adoption. Our initial deployments of ELO were mandated from senior leadership – a stick approach – which has limitations in driving adoption and buy-in from end users. This is particularly problematic in the regions – further from corporate – where regional solutions were historically used for managing the business. As we tried to drive adherence to the new business process we also needed to run the FY13 business on that process. We needed to deliver GTM enhancements, evolve our ELO process with Quote to Cash capabilities, managing our territories, and Comp and a long list of other mandated activities. To drive Active Use and Adoption we knew we had to change our approach. While we couldn’t abandon the mandate of ELO and Running the Business, we could try and reframe SFDC not as a corporate directive, but as a productivity platform that can make the Field more productive. We needed the field to perceive value in the tool – We had to ask: What’s in it for them? We needed to offer them some carrots. We formed a cross functional group of Sales Ops, Business Process Management, Project Management, and Field Enablement resources and started a program initiative called: Get Productive. Get Productive is an effort to coordinate our projects into several end user productivity themes aimed at driving end user value, and removing barriers to adoption. We accomplished this through several innovative projects and programs: General Enhancements Track – First – we already had our ongoing bug fix and minor update queue to address specific end user, primarily surfacing through our case management system. Next we focused on… Collaboration – We wanted to give users more to do in SFDC than just update opportunity records. We wanted them to have a collaboration space around those opportunities. So we Rolled out Chatter. Usability Improvements: Usability study with our Field & User Experience team Hosted Feedback Forums to hear pain-points directly from the Field. Then we synthesized results and prioritized top issues into usability and process improvements, such as: Process Improvements Eliminating steps and simplifying processes. Streamlining views and fields on the opportunity object showing them only what they needed to see. Improving visibility into opportunity statuses, such as credit checks, legal agreements, Deal approvals, etc.) Mobility Give the Field more access to interface with system while on the road. Rolled out multiple mobile apps: Logger, Chatter Desktop/Mobile, SF Touch, We also recruited early adopters to champion these tools to their colleges in the Field. Management Insights for Management Buy-in and support, Executive and Sales Mgmt Dashboards (Forecasting, Attainment) Standardized on Strategic Account planning processes and Executive Outreach to track Executive touch on strategic accounts Performance Support / Enablement Learning our new business processes for new hires and veterans alike has been an ongoing enablement challenge. In response we rolled out a tool for real time learning directly in Salesforce that walks people through the steps of the process while they are doing the work. Gamification Lastly, we are piloting an incentive based game to drive forecasting accuracy, and active use. The initial results are very promising. A variety of end user value based projects wrapped in a program theme like “Get Productive” is a great way to align stakeholders, project teams, and end users to a common cause. But it does create more projects to manage on a more rapid delivery schedule, many of which are executing simultaneously…. With this increase in projects and decrease in delivery windows, we needed to find a better way to manage and prioritize our project pipeline and effective execution.
- #23 To manage this, the first thing we needed was a governance model in order to coordinate between Marketing, Sales, and the Back Office in providing clear prioritization and direction to IT. We convened a Bi-Weekly Governance forum across these organizations to: socialize projects, prevent duplication of effort, and agree upon a prioritized list for IT We then maintain weekly forums with IT where prioritization continues to be refined based on level of effort, sequencing, and business priority. In order to help this group prioritize the work we agreed upon guiding principles to consider: Customer Experience Sales Productivity Back Office Efficiency While they’re in order of priority, they’re also a bit like rock->paper->scissors. That is, although Customer Experience always trump Sales Productivity, which trumps Back Office Efficiency, we agreed that as we prioritize projects we’d be open to considering ideas from Sales or Back Office that benefit another area. So, a project focused improving back office efficiency that improves the customer experience could outweigh a sales productivity effort. This governance framework serves as our guardrails as we continue to evolve and deliver our capability roadmap.
- #24 Once we had our governance framework in place, we needed a way to manage the project pipeline from our stakeholders across the Field and Sales Ops. We started with a simple enhancement tracker built in SFDC from our Case Queue. Based on cases coming in from across the business we’d track enhancement requests, such a field changes, bug fixes, and other small configuration enhancements. However, as larger more complex projects started to arise we needed a more robust portfolio management tool. In response, we built a more comprehensive tracking system in Salesforce we call Sales Ops 360 which we use for intake, prioritization, and tracking of projects from concept to delivery.
- #25 At a high level this is how we execute our projects using Sales Ops 360. Concept: We start with a project concept and consider it relative to the strategy and capabilities we need to realize our business objectives. Its reviewed by a small team of IT and Business Management to clarify the ask, assess a t-shirt sizing for level of effort, provide a high level prioritization, and potential cost estimates. Discovery: Given a project’s priority we move it to a discovery phase and assign a Business Architecture and IT resource to dig deeper into project before considering it for approval. Define and Design: If a project becomes approved, we move it into an approval queue where our BPM (Business Process Management) assigns the work and starts the process of defining and designing the solution, with input from various stakeholders and in collaboration with IT. This is also the point at which the Sales Ops PMO engages Business Process Management in managing the portfolio of projects in execution at any one time. Development and Delivery: As the project progresses through these stages the product owners and PMs update the projects in Sales Ops 360, including building out Agile User Stories in SFDC and prioritizing those user stories within Sprints and associating them back to our core capabilities inventory – all in SFDC. Meanwhile the PMO leverages the tool to engage with Business Change Management and Field Enablement who need early visibility into the portfolio to understand the changes being deployed so they can build and execute change management and enablement plans. Evaluate, Improve and Close: After a project deploys we monitor it to measure the ROI, track our KPIs, and conduct retrospectives that funnel back into the pipeline as needed for continuous improvement. While this process seems very structured, we try to keep it a relatively simple and flexible framework that can evolve with Adobe’s business and the evolution of our instance of Salesforce.com.
- #26 Questions Daryl – How do you track results – both adoption and realization of business value/ROI? Do the adoption & ROI results influence with capabilities will be prioritized, de-prioritized? How do you align success metrics to business value drivers? Marc – How have you involved the executive leaders in redefining the vision beyond year 1? Daryl – How do you strike the delicate balance between meeting increased demands of business stakeholders while managing to scope/budget/capacity? Points to emphasize: Lots of communication, education on process, focus on regions, outreach, encouragement of “ideas”. Daryl & Marc – What tactics did you leverage to ensure accountability and ownership across the BUs and functions in achieving the expected business value? Points to emphasize: regional model, regional leads responsible for adoption and results, ongoing training & reinforcement, establish ownership and accountability by managing to the metrics through full visibility, adoption reports, etc. Marc – How did you transition from a program centric to a run the business model? Daryl – Can you describe HP’s demand management process? What are the various sources of demand?
- #27 Define a strategic planning & governance process that includes demand management, portfolio/project management Develop a process & technology roadmap to help define “gaps” and sequencing of process improvement and associated capabilities Define the business capabilities and determine maturity targets Prioritize capabilities based on expected business value & alignment with roadmap Determine release plan based on capacity & % mix (new vs. enhanced capabilities) to increase value delivery and decrease risk Connect vision to results by tracking and measuring business objectives, value drivers, KPIs/Metrics Analyze ROI to drive future prioritization of capabilities