Are You Truly Ready for Your Salesforce Project?
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Salesforce World Tour London 2019 Admin Theater presentation—Gemma Emmett
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Are You Truly Ready for Your Salesforce Project?
- 1. Are You Truly Ready for Your Salesforce Project? Get your house in order and design for scale gemma@archladies.com, @gemziebeth Gemma Emmett, Senior Solution Architect & Salesforce MVP Bluewolf, an IBM Company
- 2. Gemma Emmett Senior Solution Architect Bluewolf, an IBM Company @gemziebeth Nominee
- 3. 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. Statement under the Private Securities Litigation Reform Act of 1995 Forward-Looking Statement
- 4. All the Shiny Things
- 6. “Just implementing technology doesn’t solve your business issue. Without a change in the way people work and behave, the technology falls flat.” - Tony Colon, Former Success Cloud Lead, Salesforce
- 7. Unrealistic deadlines Unbalanced scope, cost & timeline Poor planning Poor communication Resource conflicts Shifting & conflicting priorities Skills shortage Waiting on other teams Lack of clarity Lack of sponsorship Lack of stakeholder engagement Poor risk management Politics Lack of trust Poor decision-making Lack of empowerment
- 9. Forget Technology. Forget Process. Think People. Engagement Trust Clarity Empowerment Communication
- 10. Starts with readiness and courage Your Minimum Lovable Project • Give your people time and space to think • If you’re a sponsor, get involved! • Foster a culture of empathy, collaboration and learning • Build flexibility into your deadlines • Prioritise growth through feedback • Communicate earlier through inclusion • Welcome any and all ideas
- 13. “Be not afraid of discomfort. If you can't put yourself in a situation where you are uncomfortable, then you will never grow. You will never change. You'll never learn.” - Jason Reynolds
- 14. Analyse Scope Plan Make Hills User Stories Design & Build Test Release
- 15. Find Out More Digital Transformation badge Check out IBM Enterprise Design Thinking on the web Come and talk to us Design Thinking for Sales badge
Hinweis der Redaktion
- So you've been inspired by the keynote, breakout sessions and general shininess of World Tour London. You like the look of this thing called Salesforce, the budget's there and there's a business need. How do you get your house in order? What must you consider to get a fast return on your investment, get your teams excited and deliver an implementation that's meant to last? Learn how to get ready, the importance of designing for scale and how you can engage your stakeholders before you even launch.
- Key Message Salesforce is a publicly traded company. Customers should make buying decisions only on the products commercially available. Talk Track Before I begin, just a quick note that you should base your purchasing decisions on products and services that are currently available.
- I want to start with a quick show of hands: How many of you are in the process of buying or implementing Salesforce for the first time? How many of you have had Salesforce for a while – let’s say over a year? Hopefully, you’re here today because you have questions you want answered. At World Tour at Dreamforce, there’s lots to see and learn. Maybe you’ve seen something that your business really needs during a demo or workshop. Whether you get to make the decisions or not, all these shiny, wonderful things that are so easy to set up can be a little overwhelming, so how do you actually get going?
- Here’s what we might call a typical project structure with our key stages in place. Looks familiar, right? Whether you work “Agile”, or your company works better with a traditional waterfall approach, this is your comfort zone, the popular way to implement. The directive often comes from on high, so you get a team together to figure out what you’ll be delivering. Activities are planned, you’ve mobilized a team of product owners and specialists. Usually managers, supervisors and SMEs. They make the decisions when it comes to the analysis, design and build. Maybe some people on the ground will be invited to give opinions. Think about some of the constraints you have in your environment for each step of the journey. Now, think about times when you’ve had a project that’s veered off course. Be honest – call out – tell me what’s caused this in your experience?
- It’s easy to buy some technology, kick off a project and implement its minimum features quite quickly. That’s why we often do it this way. The pay-offs come further down the line when you find yourself in the middle of an ROI crisis. Your people don’t trust Salesforce data, they can’t get along with your clunky processes that exist now because it’s always been done that way.
- What’s the common theme here?
- People I have a question: why, when so many project risks and issues relate to people, do we continue to focus on process and technology once we’ve decided to buy? I’ll give you an example: when you decided to buy Salesforce, how many of you said “I want Sales cloud for opportunity management”, then modelled your salesforce process around how you forecast and recognize sales revenue? (show of hands) How many of you decided to model your customer service case assignment on the existing structure of your teams? These aren’t unreasonable – I’ve had to work with this approach many times over the 11 years I’ve been working with the platform. In the face of budget and timing constraints, you just want to get it up and running with the minimum functionality, then let it grow over time. Those of you who’ve had Salesforce for a while, I’d like to ask you whether this actually worked. How many of you would say you have user adoption problems? How many of you wish you could start all over again?
- Getting ready for your implementation means thinking about how to make the technology LOVABLE before you start, not just viable. Making it a success means thinking about your end users. This means your staff, as well as your customers. People. People are more like to succeed if they are Engaged Trusted Have clarity Are empowered Are in the know So why model a system on anything else? The process and technology will come when you know how to make your people successful. The same goes for mobilizing the project itself
- When you constantly immerse yourself in your people’s world, observing what they say, think, do and feel, you’re building empathy In the fourth industrial revolution, the companies that are more focused on their people than their competitors are the ones who are succeeding They’re readier to implement. They’ve spent time engaging with people of all levels - observing, reflecting and sharing ideas before even starting their projects. They can therefore make better decisions about process and technology later on – and their end users have been actively involved in shaping the processes and technology they are given. They’re continuing to innovate and scale, because they understand their people and they never stop learning from them
- This kind of approach is known as Design Thinking. There are many versions of it, but the principles are the same as this one, the IBM model. I like this because if I were to draw what I think a great implementation methodology looks like, this infinite loop is what I’d draw. Through empathetic observation, you are constantly staying in touch with what your people say, do, think and feel. And not just at management level. They feel trusted. By reflecting, you’re constantly working with those people in coming up with ideas to improve your people’s experience. Playing back your reflections is engaging for your people. They feel empowered. They’re in the know. Then you make it. And you observe the users as they use what you made. Then reflect. It’s ok to change a process and build on it, as long as your users have the best experience possible Happy staff = happy customers
- Getting your house in order and adopting a brand new approach means being brave, because it is going to be uncomfortable at first. Getting buy-in, learning new skills and creating awareness is key to managing that. In our workplace cultures we generally don’t tend to think about what people think, feel, say and do. They’re there to do a job, right? What I’m saying right now about empathy would and has been scoffed at in a meeting room. That’s because it would take you all out of your comfort zone.
- Does adopting a user-centric approach mean changing the entire way you implement Salesforce? Not necessarily. We still need to communicate our intent for Salesforce clearly and flexibly. We still need a scope, so that we can target real world users and make them our “Sponsor Users”. We need to keep our eyes on the prize, even in spite of the many challenges that stand in our way. In design Thinking, we call these “Hills”. Design Thinking works well with waterfall, agile and hybrid delivery methodologies – your Hills directly feed into your Product Owners, who refine and prioritise the product backlog. This is the bit that starts BEFORE the implementation does, BUT continues to run alongside it for ever more. Being ready means deciding how to keep your implementation relevant to your company as it grows and changes. Putting your people first, through Design Thinking can help you with an implementation that’s built to last.