Tyco has 7,000 sales employees, 300 different sales plans, and 70 individuals across the globe calculating compensation on a weekly basis across disparate systems for a multitude of verticals and products. In this session, Peter Orlando will discuss how Tyco has alleviated the pain and process of sales transformation. With Anaplan, Peter has led a transition from a local to enterprise-based sales model.

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Agenda
1. Tyco – Anaplan Backstory
2. Compensation Evolution
3. Constructing An Operational Model
4. Internal Global Concerns
Regarding Data Security
5. Creating A Coalition of Management
& Those Who Execute
6. Horizontal Versus Vertical
7. Anaplan Customization
8. Lessons Learned –
Expect/Plan For the Unexpecteda

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Sales compensation challenges Anaplan solutions
Tyco – Anaplan backstory
It is difficult to determine the impact of proposed
changes on plan effectiveness
300+ comp plans are managed on a decentralized
global basis across 50+ locations
The compensation information for 7,000+ reps is
managed in various local systems
Making changes to compensation plan
component are manually intensive and prone to
human error
Established a centralized sales enterprise wide web
based solution for sharing sales comp plans and
performance data
Robust dashboard reports and analytics to
evaluate business performance and plan
effectiveness for businesses and sales leaders
Easy to use scenario based planning to quickly
determine the effect of proposed changes on
sales comp

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“Manual Compensation”
• All Compensation calculated
manually
• Difficult/Painful to aggregate
reporting at a total company
level
“Hybrid Compensation”
• Majority/All Compensation
calculated manually
• Ability to aggregate commission
performance in a centralized
systems
“Fully Centralized Compensation”
 Design
 Processing
 Payment
 Reporting
Compensation evolution
“Crawl” Walk Run
“Informational” Delayed Reaction Immediate Reaction

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Constructing
an operational
model
Exce
l
Acce
ss
Anaplan
Calculate Commissions
• Individual Performance
• By Plan Metric
• Commission Payments
Provide Performance Data
• Enterprise wide format
• Standardized Data
submission
Evaluate and Organize Data
• Review and clean files
• Manage version control
• Audit Business Partners
participation
Loading into Enterprise
Software System
Dashboards
Reporting
Sales Comp
Effectiveness
Sales Comp
Design
Decrease time for
 Modeling
 Auditing
 Reporting
 Designated for all
sales incentive
plans
 Store performance
and payout data
Business Partners ( Finance/HR/Sales/Sales Ops) Compensation/Operations Team
Provide quota
setting support
tool for Sales Ops
On-going operational process

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Internal global concerns regarding
data security “The ability to share basic & critical sales performance data have
become increasing difficult”
The data elements commonly found to calculate sales incentive and analyze sales effectiveness today could
contain:
• Base Salary
• Variable
• Job Role/Time in Role
• Commission Paid
• Results versus Quota
• Performance Rating
Even within the same global company, many countries have implemented stronger laws with
harsh penalties to insure data protection of employee information.
Partnering w/ Legal
• Having someone from Legal be apart of the process
• May be necessary to have the local legal representative for each
country sign-off on acceptance
• Be prepared to:
• Provide a plan on how long data is maintained
• Use other means to transfer data other than email

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Creating A coalition of management
& those who execute
“Not every company has the same starting point.”
Initial Challenges Can Range From:
• Manual (e.g. spreadsheet) vs. Enterprise Model
• Local/Silo Calculators vs. Centralized within a function
• Horizontal Based Reports vs. Vertical Based Reports
This may mean asking additional work from an already stressed team trying
to calculate incentives each period.
RECOMMENDATION
• Create a Coalition or Partnership with Senior Leaders to provide the
ground work within their respective functions to support the project
• Set the stage that generates both the foundation and permission to
become part of the “rhythm & flow” of calculators normal processes.

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Horizontal versus vertical
Bob Jones (ID #202)
Sales
Q1 Q2 Q3 Q4 EOY
Quota (USD) 390,000 420,000 450,000 480,000 1,740,000
Actual (USD) 370,000 425,000 440,000 520,000 1,755,000
Achievement Quarterly 95% 101% 98% 108% 101%
Achievement YTD 95% 98% 98% 101% 101%
Payout% YTD 95% 98% 98% 102% 102%
Weight Target Incentive 2,406 4,813 7,219 9,625 9,625
Incentive Earned YTD 2,283 4,723 7,076 9,791 9,791
Quarterly Payment 2,283 2,441 2,352 2,715 9,791
Name Id Period Metric Actual Quota
Achievement
Quarterly
Achievement
YTD
Payout%
Weighted
Target
Incentive
Incentive
Earned YTD
Quarterly
Payment
Bob Jones 202 Q1 Sales 370,000 390,000 95% 95% 95% 2,406 2,283 2,283
Bob Jones 202 Q2 Sales 425,000 420,000 101% 98% 98% 4,813 4,723 2,441
Bob Jones 202 Q3 Sales 440,000 450,000 98% 98% 98% 7,219 7,076 2,352
Bob Jones 202 Q4 Sales 520,000 480,000 108% 101% 102% 9,625 9,791 2,715
Bob Jones 202 EOY Sales 1,755,000 1,740,000 101% 101% 102% 9,625 9,791 9,791
Horizontal Based Reporting
Pro
• Spreadsheet Based Style Report
• Visually Oriented For User To Quickly Comprehend
Con
• Difficult to upload into a Centralized Data Structure
• Difficult to Append Reports with Different Frequencies
• e.g. Monthly vs. Quarterly
Vertical Based Reporting
Pro
• Easy To Append / Utilize in Template Format
• Easy to Upload into a Centralized Data Structure
Con • Straight List Format  Large Number of Rows

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Anaplan customization
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“Sales Compensation Is More Than Just a Commission Payment”
 Today’s Leaders Depend on Their Compensation Teams To
Provide Deeper Insight into Their Salesforce Performance
 This may require joining Sales Performance Data with non-
Traditional based reports
 Employee Performance Reviews
 Job Catalogs
 Industry Segments
This makes it critical to have a SaaS based system flexible
to adapt to new data sources
Customization of this nature is Anaplan Strength

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Lessons learned – expect/plan
for the unexpected
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“New Processes Lead to New Discoveries”1
2
3
“Initial Setbacks Are Long Term Successes”
“Carve Out Time After Go-Live for the Unexpected”
• Testing &UAT are not fool-proof
• Live data through a New System can sometimes lead to new
outcomes/results
• The original/manual way of processing may sometimes not
have been the most accurate
• New Processes normally dependent on strong logical
approach which may now identified unrealized errors.
• Pad timelines sufficiently the first 6-8 months in order provide
time to deal with unforeseen data scenarios

12. Q A