Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
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Strategic Planning Roadmap to Maximize ROI
1. Strategic Planning
How to Define 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
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forward-looking statements.
3. Objectives & Introductions
Session Objectives
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 Strategic Planning?
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 Execute a 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 Strategic Planning 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 of Two Companies
Accelerate
“Run the Business”
Best in Class
Foundation
Automate & Enable
Expansion
“Strategic Program”
Y2
Y1
Y3
Y4
Y5
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) Complete Sales 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 Governance Model
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
16. Prioritization Framework
Criteria Decision Criteria 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
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
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
Sales Operations
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
Hinweis der Redaktion
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
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
Transition to HP…2 different companies in difference phases – HP – year 2, Adobe – year3+ - steady state/run rate
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.
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
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…)
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
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
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?
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.
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
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.
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.
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.
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.
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?
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