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Sponsorship and Governance: Do You Have the Right Model

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Title: Sponsorship and Governance: Do You Have the Right Model


1
Sponsorship and Governance Do You Have the Right
Model?
Track Large Enterprises
  • Cheryl OConnor, Analog Devices
  • Katie Cole, Thomson Reuters

2
Safe Harbor Statement
Safe harbor statement under the Private
Securities Litigation Reform Act of 1995 This
presentation may contain forward-looking
statements including but not limited to
statements concerning the potential market for
our existing service offerings and future
offerings. All of our forward looking statements
involve risks, uncertainties and assumptions. If
any such risks or uncertainties materialize or if
any of the assumptions proves incorrect, our
results could differ materially from the results
expressed or implied by the forward-looking
statements we make. The risks and uncertainties
referred to above include - but are not limited
to - risks associated with possible fluctuations
in our operating results and cash flows, rate of
growth and anticipated revenue run rate, errors,
interruptions or delays in our service or our Web
hosting, our new business model, our history of
operating losses, the possibility that we will
not remain profitable, breach of our security
measures, the emerging market in which we
operate, our relatively limited operating
history, our ability to hire, retain and motivate
our employees and manage our growth, competition,
our ability to continue to release and gain
customer acceptance of new and improved versions
of our service, customer and partner acceptance
of the AppExchange, successful customer
deployment and utilization of our services,
unanticipated changes in our effective tax rate,
fluctuations in the number of shares outstanding,
the price of such shares, foreign currency
exchange rates and interest rates. Further
information on these and other factors that could
affect our financial results is included in the
reports on Forms 10-K, 10-Q and 8-K and in other
filings we make with the Securities and Exchange
Commission from time to time. These documents are
available on the SEC Filings section of the
Investor Information section of our website at
www.salesforce.com/investor. Salesforce.com, inc.
assumes no obligation and does not intend to
update these forward-looking statements, except
as required by law.
3
What is Governance?
  • Active role in shaping a product
  • Can consist of nine roles
  • Establishing approvals and measurements, defining
    roles and standards
  • Evaluating to ensure direction is appropriate
  • Enable resources and business support
  • Define your desired outcome
  • Control the process and the scope
  • Monitor the progress
  • Measure the output against the plan
  • Steering the project in the right direction
  • Continually develop the ability to deliver
    consistent results

4
What is adoption
  • Communication
  • Executive sponsor communicates strategy and
    purpose
  • Solicit User Feedback
  • Show how responsive you can be
  • Value Proposition
  • How will the application help them
  • Tie compensation
  • Make users aware of the importance of information
  • Dashboards
  • Show the power of information

5
Katie Cole Manager, CRM Marketing Analytics
6
Healthcare business of Thomson Reuters
The Healthcare business of Thomson Reuters is the
leading provider of decision support solutions
that help organizations across the healthcare
industry improve clinical and business
performance. Our solutions inform healthcare
decisions affecting more than 150 million U.S.
lives.
  • INDUSTRY Media Telecom
  • EMPLOYEES 1,850
  • GEOGRAPHY Global
  • USERS 508
  • PRODUCT(S) USED Salesforce CRM SFA, Service
    Support, AppExchange

7
Timeline Highlights
Migration Project 2 (SLX to SFDC) Nov 07-Feb
08
Re-implementation to include Marketing, Support,
Finance Nov 04
Solucient acquired by Thomson Healthcare Oct 06
Solucient Launched Salesforce CRM Sept 01
  • Thomson and Reuters combine to form Thomson
    Reuters
  • Apr 08

2004
2006
2008
2001
2005
2007
2009
Change Control Board established Jan 05
Migration Project 1 (SFDC to SFDC) Nov 06-Feb
07
  • Center of Excellence (Healthcare Initiative)
  • Q1 09

8
Challenges at the Healthcare business of Thomson
Reuters
  • Multiple mergers/acquisitions/re-orgs over the
    last 2 years
  • Number of users tripled while admin resources did
    not
  • Two major data migration projects (Salesforce CRM
    to Salesforce CRM, SalesLogix to Salesforce CRM)
    in 12 months
  • Ever changing organizational structure
  • Constant change in management and personnel
  • From Executive Team all the way down to entry
    level sales reps
  • New management exposure
  • Continuous efforts to obtain executive
    sponsorship at each major business transition
  • Evolving corporate culture comprised of divergent
    business unit priorities and varying levels of
    CRM commitment

9
How We Survived and Thrive in an Ever Changing
Environment
  • Lessons learned
  • Constants throughout the transitions
  • Established and continue to enforce best
    practices
  • Sponsorship drives adoption
  • To Do Establish a Center of Excellence (in
    progress)

10
(No Transcript)
11
Constants Throughout the Transitions
12
Best Practices
  • Utilization of workflow and triggers to guarantee
    the right data is captured for analytics
  • Lock down opportunities after month end
  • Capture critical win/loss data for opportunities
    at the time of close
  • Custom reports and dashboards
  • User Login History (weekly/monthly/quarterly)
    target management
  • Sales YTD based on Budget target all users
  • Personal Report Templates target all users
  • Compensation (commission) payments tied to
    opportunities in Salesforce CRM
  • If the opportunity does not exist in Salesforce
    CRM at month end, then it does not exist. Period.
    No commissions will be paid on that sale.

13
Best Practices
  • Data integrity as a top priority (via
    DemandTools)
  • Work smarter, not harder when it comes to
    maintaining overall data integrity
  • DemandTools intuitive user interface allows for
    quick identification and resolution of duplicate
    records as well as data imports
  • Stump sessions
  • Solicit user feedback to affirm willingness to
    listen to users and configure Salesforce CRM to
    support business processes (discernment and
    understanding of best practices critical here
    walking a fine line)

14
Best Practices
  • Perception is reality
  • Value Proposition How does Salesforce CRM make
    their lives easier and ultimately make them more
    successful?
  • One source of truth for all facets and touch
    points related to prospect and client information
  • Elimination (or dramatic reduction) of Excel
    worksheets to manage their business
  • Accuracy and Reliability Our goal is to make
    Salesforce CRM synonymous with accurate and
    reliable data
  • Communication Regular email communication via
    mass user updates and prompt response and
    resolution of user requests are key

15
Sponsorship Drives Adoption
  • Executive sponsorship drives strategy and takes
    on different faces
  • Commitment Lockdown reporting
  • Focus on full circle of sales process, beginning
    with lead generation and culminating in winning
    the business
  • Management meetings driven by Salesforce CRM
    content via reports and dashboards
  • Quota tracking via reports and dashboards
  • User Login reports and dashboards
  • Commission payments tied to complete opportunity
    information
  • Up Next Forecasting Module
  • Take away message Salesforce CRM is the single
    source of truth

16
Center of Excellence (COE)
  • Key stakeholders from all business units must
    participate in order for this initiative to be
    successful
  • Scope will be refined as there will be a learning
    curve
  • First order of business will be to establish
    rules of engagement related to account ownership
    of accounts amongst the three major business
    units
  • All decisions will form the building blocks of a
    solid governance foundation. Ultimately, this
    will result in greater user adoption and the
    various business units converging to form a solid
    CRM for the entire organization.

17
Cheryl OConnor Worldwide Sales/Marketing
Effectiveness Consultant
18
Analog Devices
Analog Devices, Inc. (NYSE ADI) defines
innovation and excellence in signal processing.
ADI's analog, mixed-signal, and digital signal
processing (DSP) integrated circuits (IC) play a
fundamental role in converting, conditioning, and
processing real-world phenomena such as light,
sound, temperature, motion, and pressure into
electrical signals to be used in a wide array of
electronic equipment.
  • INDUSTRY High-Tech / Semiconductor
  • EMPLOYEES 9,800
  • GEOGRAPHY Global
  • USERS 800
  • PRODUCT(S) USED Salesforce CRM SFA, Ideas,
    Force.com, App Exchange

19
Struggles with Adoption
  • Salesforce CRM was 5th Opportunity Management
    Tool in 8 years
  • Culture of Innovation and Freedom
  • No mandate to use Salesforce CRM effectively
    from any user group
  • 40 Silos
  • Prove it

How do you succeed without the ideal sponsorship?
20
Success is happening with
  • Dedicated Champion
  • Value is Driving Effective Adoption
  • Integrated more day-to-day business processes
  • Complaints and Ideas encouraged
  • Low-hanging-fruit addressed quickly
  • Training
  • New Metrics, Reports and Dashboards

Training
Coaching
21
Determining Value
  • What are your biggest business challenges?
  • What are your objectives for this application?
  • What benefits do you expect from this
    application?
  • What would you lose if you didnt have this
    application?
  • What do you need others to do in this application
    for you to be more effective?
  • What can you do in this application to improve
    performance of others?
  • Success with this application would be
  • I would be happy if .
  • I will measure these as follows...
  • And if you are re-launching or improving existing
    implementation, add these
  • Whats your overall opinion of Salesforce CRM?
  • What are your biggest complaints about Salesforce
    CRM?
  • What else is preventing you from using Salesforce
    CRM fully today?
  • What would increase the value of this tool for
    you and make you more productive or effective in
    your job?

Courtesy of John Durocher, Client Services Team,
Salesforce.com
22
Map Value Drivers to Business Objectives,
Behavior Changes, Metrics Ability/Ease of
Capture
23
Monitor Effective User Adoption
Basics logging in? creating opps?
More Basics When? At the right time?
New features being used?
Data Integrity and Freshness Error
free? Up to date?
24
Determine and Bridge the Gaps
  • Functionality
  • Are we missing anything
  • Skill s
  • Has everyone had the appropriate training
  • Behavior
  • Awareness, Training, WIIFM

Create plans to bridge the gaps
Training example
25
Develop and Evaluate Training
After training class, did they walk away with
what you wanted?
26
Determine Gaps again
  • Functionality
  • Are we missing anything
  • Skill s
  • Has everyone had the appropriate training
  • Behavior
  • Awareness, Training, WIIFM

The Gaps and whats in it for me can keep
changing, so its important to keep asking!
27
Timeline Highlights
  • New features
  • Ideas
  • Eloqua Integration
  • Account Plan Wizard
  • Emailed Dashboards
  • PL Applications Support Requests

New online Training and Quick Tips by User Group
(ongoing)
  • New features
  • Product Line Tab
  • Feedback on this Opp custom object
  • Goaling process overhauled (with usability input
    from Field)
  • New reports and dashboards

Hired Champion w/ goals tied to effective
adoption Oct 05
Launched Salesforce CRM Worldwide Nov 03
  • 2008
  • Im getting addicted to Saleforce CRM
  • Its not just a tool for management
  • Effective adoption by all user groups

2008
2007
2003
2004
2005
2006
  • New features
  • Visual BOM
  • Executive Status Updates
  • Contacts from Marketing Database
  • Visit Reports
  • 2005/ 1H-2006
  • 70 data errors
  • Salesforce CRM just a management tool
  • 0 effective adoption
  • DATA CLEAN-UP Begins

1st Users Group Meeting
Field Product Line Both
Ongoing Face-to-Face Training Worldwide
28
In Summary
  • Success is possible (just more work) without the
    ideal Sponsorship
  • Find the whats in it for me for each user
    group and stakeholder to support the desired
    change
  • Deliver the whats in it for me
  • Traincommunicatetrain
  • Monitor progress with the right metrics
  • Keep asking the right questions to
    stakeholders/users

29
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30
Moderated By
Brian Mitchell
Engagement Manager
Salesforce.com
Katie Cole
Thomson Reuters
Cheryl OConnor
Analog Devices
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