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Driving Adoption_Final_DF121652_Wintermantel_C

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Heather Wintermantel

The document discusses best practices for driving adoption of new technologies across large enterprises. It shares customer adoption stories from HP, Adobe, and VMware. The panelists discuss challenges such as cultural shifts, new processes, and metrics. Their approaches focused on executive alignment, change management plans, communication, and tracking adoption metrics. Lessons learned include the importance of change agents, managing expectations, defining clear processes and accountability, and sustaining momentum through continuous improvements and communication.

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Driving Adoption Across the Social Enterprise Large Enterprise Kevin Leighton, HP, Vice President, Sales Process & Capabilities, Sales Operations Lynn Mickleburgh, Adobe, Senior Director, Lead to Order Transformation Amee Cooper, VMware, Senior Manager, Adoption, Change Management, Training Heather Wintermantel, salesforce.com, Customer Success Director Scott Carruth, salesforce.com, Customer Success Director
Safe Harbor Safe harbor statement 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 intellectual property and other litigation, risks associated with 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- Q for the most recent fiscal quarter ended July 31, 2012. This 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.
Kickoff Session Objective Share Best Practices & different ways to plan, drive, accelerate & sustain adoption in order to help you realize your companies expected business benefits & adoption goals Introductions Kevin Leighton HP, Vice President, Sales Process & Capabilities, Sales Operations Lynn Mickleburgh Adobe, Senior Director, Lead to Order Transformation Amee Cooper VMware, Senior Manager, Adoption, Change Management, Training
Agenda Change Journey Overview 5 minutes Customer Adoption Stories 25 Minutes Panel Discussion & Q&A 15 Minutes Wrap Up 10 minutes
The Journey Change is a Process, Not an Event Denial Fear Frustration BusinessPerformance Time Go-Live Valley of Despair Managed Change = Value Realization Unmanaged Change = Unpredictable Outcomes Skepticism Willingness to Accept Ownership Awareness Buy-In Understanding
Kevin Leighton Vice President, Sales Process & Capabilities, Sales Operations Linked In: kleighton Twitter: @k_leighton
About HP Fortune 10 U.S. Fortune 31 Global Operating in ~170 countries Over 300,000 employees 177,000 partners worldwide #1 or #2 in most markets Salesforce footprint Initial deployment: May 2012; Users to date: >12,000 Total deployment: ~35,000 Sales; ~300,000 Partners Chatter Rollout tied to corporate OneHP initiative
Drive improved customer experience, sales productivity, and management visibility HPs Burning Platform All customers through all channels enabled by best-in-class processes and tools throughout the sales lifecycle with the intelligence needed to manage the business. Customers Sales Compensation Marketing Sales Management Dashboard Service & Support Quote to Cash PartnersOnline Sales Reps HP Sales Platform (Global, standardized processes)CRM PRM Financial Claims Sales
HPs Adoption Story Challenges Multiple Business Groups highly individualized: different technology, different processes, different organization structures Low adoption of existing CRM tools Cultural change move away from comfort zone New roles and skills ramp of team Move to the cloud rapid implementation mode Approach Prove what you built is relevant and that we are achieving the expected ROI business value and tracking metrics 4 step approach - Did we build the right solution? Did we deploy to the right people? Are they using it? Are they deriving the business value? Sales Rep at the center Quarterly release cycle moving at a very fast pace Alignment and commonality of processes User Adoption dashboardsreports were being distributed to report on adoption rather than viewing dashboards real-time Lessons Learned 1. Engage & align Executives Its key to success 2. Align success metrics to business value drivers 3. Establish ownership and accountability by managing to the metrics 4. Dont underestimate the cultural shift of becoming social. The shift from email to chatter for collaboration is huge 5. Define a training plan that enables all impacted stakeholder groups 6. Be sure to identify & communicate whats changing and WIIFM? 7. Provide a feedback & input mechanism Voice of the Customer/User
Lynn Mickleburgh Senior Director Lead to Order Transformation Linked In: lynnmickleburgh
About Adobe Salesforce Footprint Salesforce.com customer since 2004. Multiple salesforce.com instances due to acquisitions Phase 1 PRM July, 2010 Phase 1 Sales July, 2011 Phase 2 Sales January, 2012 # of users: approx 10K Licenses 3,400 Sales Cloud 21,000 Partner Portal 5,000 Chatter Only Corporate Profile Founded in 1982 More than $4.2 billion in revenue in FY11 More than 10,000 employees in 39 countries History of pioneering new markets: desktop publishing, electronic documents, interactive media and digital marketing
Adobes Burning Platform Vision, Goals, Objectives Single, scalable, cost-effective, end to end process that supports cross-selling: Optimize marketing spend Improve sales productivity Increase back office efficiency Improves Enterprise customer purchase experience Key Business Capabilities Single global CRM system to support all enterprise products/customers Consolidate lead and opportunity management Integrate with quoting and contracting, approvals workflow and order capture
Adobes Adoption Story Challenges Multiple systems and processes growing through acquisitions Complex business models and product/pricing strategies, requiring complex configuration/rules Multiple customer master data sources resulting in data duplication Disparate reporting & analytics Regional & cultural differences result in varying adoption levels Corporate culture collaborative and silod groups Approach Major releases shifting to more frequent point releases for easier adoption of process and tools. Increased emphasis on change agent community through evolution of project Established tighter R&R definition, Improved executive sponsorship & accountability (via working sessions, ASD event (acc sol design)) Defined & tracked user adoption metrics/KPIs Lessons Learned 1.Manage executive & user expectations 2.Establish solid alignment on target state 3.Ensure business processes are defined with clear process ownership & accountability 4.Define effective usage KPIs 5.Over-communicate and over- engage 6.Good BCM plan is really important but execution of the plan is essential 7.Obtain executive support for effective training plan and ensuring follow-thru execution
Amee Cooper Senior Manager Field Automation & Services Adoption, Change Management & Training Linked In: amee-cooper Twitter: @AmeeCooper
All about 2009 2010 2011 for Partners Corporate Profile Enabling Business Transformation through IT Transformation. The Global Leader in virtualization and cloud infrastructure solutions. Over 400,000 customers and 55,000 partners $3.77 billion in 2011 revenue Salesforce.com Footprint PRM deployment 2009 22,000+ Partners, 2,000+ Internal Users SFA deployment 2010 Internal Users grow to 4,500+ Services deployment 2011 Internal Users grow to 7,000+ Today 55,000+ Partners 7,500+ Internal Users About VMware
VMwares Burning PlatformCustomerOperations Channels & Alliances Field Sales: APJ Field Sales: AMER Field Sales: EMEA Sales Operations GSS Renewals Marketing Emerging Products Strategy & Enablement Vision Streamlined, easy to use, customer focused application for all Customer Operations teams Goals and Objectives Align with Leadership business strategy to continue to provide high value and usage Promote collaboration between teams Streamline enhancement process and release cycle Single view of Customers for upsell, cross- sell, and improved customer experience Provide one-stop-shop for users, increasing adoption, integrating 3rd party applications Enhancement Requests Prioritization Deployment Change Management / Support Salesforce. com Steering Committee
VMwares Adoption Story Challenges Needed a solution that supported VMwares exponential growth and continued evolution of business processes and needs Partner, Field, Support teams all with critical business enhancements and updates to continue utilization to the maximum and beyond Approach Keep the momentum going! Focus and align with Leadership business vision and goals Create a Strategy to enhance all 3 Cloud deployments Continue to drive collaboration within and between the 3 Clouds Leverage lessons learned from Cloud deployments in roadmap releases, ensuring clear communications and training for Users, increasing use Lessons Learned 1.Congratulate each other 2.Create a new vision with leadership, aligning with their strategy 3.Solidify key partnerships (IT, Business, Automation, Enablement) 4.Keep super user groups going and active 5.Communicate regularly with all users 6.Constantly fine tune Change management strategy 7.Look for ways to continue to improve user adoption
Kevin Leighton Vice President Sales Operations Sales Process & Capabilities Linked In: kleighton Twitter: @k_leighton Lynn Mickleburgh Senior Director Finance Operations Lead to Order Transformation Linked In: lynnmickleburgh Amee Cooper Senior Manager Field Automation & Services Adoption, Change Management & Training Linked In: amee-cooper Twitter: @ameecooper
Adoption Critical Success Factors Define Vision & Strategy Assess Change Build Change Team Communicate & Engage Train & Support Measure Results Reinforce & Sustain
Wrap Up 1. What is one key take-away that youve learned today? 2. Additional Questions Post your follow-up questions in the session chatter 3. Materials 4. Closing Thoughts.
Related Sessions Related Sessions Adoption Date/Time Winning: Tips and Tricks for Increasing User Adoption Tuesday, 9/18 @ 2pm Slashing The High Cost of Low Salesforce Adoption with Gamification Wednesday, 9/19 @ 1:30pm How to Drive and Measure Success Through Business Value Metrics Thursday, 9/20 @ 2pm 10 Proven Adoption Tactics: What's In It For Me? Thursday, 9/20 @ 4pm Training and Support for Success Friday, 9/21 @ 9am Global Deployments: Tips, Tricks, and Best Practices Friday, 9/21 @ 10am Related Sessions HP Date/Time From the Garage to the Cloud Driving the HP Sales Transformation Wednesday, 9/19 @ 1:30pm Sales Cloud: Every Sales Process is Different-What the Top Ones Have in Common Wednesday, 9/19 @ 3pm What is your Enterprise Collaboration Strategy? Thursday, 9/20 @ 9am The Evolution of a Large Enterprise Center Of Excellence Thursday, 9/20 @ 11:15am Retail Customer Service: Meeting the Demands of Today's Social Enterprise Thursday, 9/20 @ 1:30pm Your Playbook for a Global Social Media Strategy Friday, 9/21 @ 8:30am Supporting Salesforce in a Global Enterprise Friday, 9/21 @ 11:30am
Driving Adoption_Final_DF121652_Wintermantel_C

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Driving Adoption_Final_DF121652_Wintermantel_C

  • 1. Driving Adoption Across the Social Enterprise Large Enterprise Kevin Leighton, HP, Vice President, Sales Process & Capabilities, Sales Operations Lynn Mickleburgh, Adobe, Senior Director, Lead to Order Transformation Amee Cooper, VMware, Senior Manager, Adoption, Change Management, Training Heather Wintermantel, salesforce.com, Customer Success Director Scott Carruth, salesforce.com, Customer Success Director
  • 2. Safe Harbor Safe harbor statement 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 intellectual property and other litigation, risks associated with 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- Q for the most recent fiscal quarter ended July 31, 2012. This 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. Kickoff Session Objective Share Best Practices & different ways to plan, drive, accelerate & sustain adoption in order to help you realize your companies expected business benefits & adoption goals Introductions Kevin Leighton HP, Vice President, Sales Process & Capabilities, Sales Operations Lynn Mickleburgh Adobe, Senior Director, Lead to Order Transformation Amee Cooper VMware, Senior Manager, Adoption, Change Management, Training
  • 4. Agenda Change Journey Overview 5 minutes Customer Adoption Stories 25 Minutes Panel Discussion & Q&A 15 Minutes Wrap Up 10 minutes
  • 5. The Journey Change is a Process, Not an Event Denial Fear Frustration BusinessPerformance Time Go-Live Valley of Despair Managed Change = Value Realization Unmanaged Change = Unpredictable Outcomes Skepticism Willingness to Accept Ownership Awareness Buy-In Understanding
  • 6. Kevin Leighton Vice President, Sales Process & Capabilities, Sales Operations Linked In: kleighton Twitter: @k_leighton
  • 7. About HP Fortune 10 U.S. Fortune 31 Global Operating in ~170 countries Over 300,000 employees 177,000 partners worldwide #1 or #2 in most markets Salesforce footprint Initial deployment: May 2012; Users to date: >12,000 Total deployment: ~35,000 Sales; ~300,000 Partners Chatter Rollout tied to corporate OneHP initiative
  • 8. Drive improved customer experience, sales productivity, and management visibility HPs Burning Platform All customers through all channels enabled by best-in-class processes and tools throughout the sales lifecycle with the intelligence needed to manage the business. Customers Sales Compensation Marketing Sales Management Dashboard Service & Support Quote to Cash PartnersOnline Sales Reps HP Sales Platform (Global, standardized processes)CRM PRM Financial Claims Sales
  • 9. HPs Adoption Story Challenges Multiple Business Groups highly individualized: different technology, different processes, different organization structures Low adoption of existing CRM tools Cultural change move away from comfort zone New roles and skills ramp of team Move to the cloud rapid implementation mode Approach Prove what you built is relevant and that we are achieving the expected ROI business value and tracking metrics 4 step approach - Did we build the right solution? Did we deploy to the right people? Are they using it? Are they deriving the business value? Sales Rep at the center Quarterly release cycle moving at a very fast pace Alignment and commonality of processes User Adoption dashboardsreports were being distributed to report on adoption rather than viewing dashboards real-time Lessons Learned 1. Engage & align Executives Its key to success 2. Align success metrics to business value drivers 3. Establish ownership and accountability by managing to the metrics 4. Dont underestimate the cultural shift of becoming social. The shift from email to chatter for collaboration is huge 5. Define a training plan that enables all impacted stakeholder groups 6. Be sure to identify & communicate whats changing and WIIFM? 7. Provide a feedback & input mechanism Voice of the Customer/User
  • 10. Lynn Mickleburgh Senior Director Lead to Order Transformation Linked In: lynnmickleburgh
  • 11. About Adobe Salesforce Footprint Salesforce.com customer since 2004. Multiple salesforce.com instances due to acquisitions Phase 1 PRM July, 2010 Phase 1 Sales July, 2011 Phase 2 Sales January, 2012 # of users: approx 10K Licenses 3,400 Sales Cloud 21,000 Partner Portal 5,000 Chatter Only Corporate Profile Founded in 1982 More than $4.2 billion in revenue in FY11 More than 10,000 employees in 39 countries History of pioneering new markets: desktop publishing, electronic documents, interactive media and digital marketing
  • 12. Adobes Burning Platform Vision, Goals, Objectives Single, scalable, cost-effective, end to end process that supports cross-selling: Optimize marketing spend Improve sales productivity Increase back office efficiency Improves Enterprise customer purchase experience Key Business Capabilities Single global CRM system to support all enterprise products/customers Consolidate lead and opportunity management Integrate with quoting and contracting, approvals workflow and order capture
  • 13. Adobes Adoption Story Challenges Multiple systems and processes growing through acquisitions Complex business models and product/pricing strategies, requiring complex configuration/rules Multiple customer master data sources resulting in data duplication Disparate reporting & analytics Regional & cultural differences result in varying adoption levels Corporate culture collaborative and silod groups Approach Major releases shifting to more frequent point releases for easier adoption of process and tools. Increased emphasis on change agent community through evolution of project Established tighter R&R definition, Improved executive sponsorship & accountability (via working sessions, ASD event (acc sol design)) Defined & tracked user adoption metrics/KPIs Lessons Learned 1.Manage executive & user expectations 2.Establish solid alignment on target state 3.Ensure business processes are defined with clear process ownership & accountability 4.Define effective usage KPIs 5.Over-communicate and over- engage 6.Good BCM plan is really important but execution of the plan is essential 7.Obtain executive support for effective training plan and ensuring follow-thru execution
  • 14. Amee Cooper Senior Manager Field Automation & Services Adoption, Change Management & Training Linked In: amee-cooper Twitter: @AmeeCooper
  • 15. All about 2009 2010 2011 for Partners Corporate Profile Enabling Business Transformation through IT Transformation. The Global Leader in virtualization and cloud infrastructure solutions. Over 400,000 customers and 55,000 partners $3.77 billion in 2011 revenue Salesforce.com Footprint PRM deployment 2009 22,000+ Partners, 2,000+ Internal Users SFA deployment 2010 Internal Users grow to 4,500+ Services deployment 2011 Internal Users grow to 7,000+ Today 55,000+ Partners 7,500+ Internal Users About VMware
  • 16. VMwares Burning PlatformCustomerOperations Channels & Alliances Field Sales: APJ Field Sales: AMER Field Sales: EMEA Sales Operations GSS Renewals Marketing Emerging Products Strategy & Enablement Vision Streamlined, easy to use, customer focused application for all Customer Operations teams Goals and Objectives Align with Leadership business strategy to continue to provide high value and usage Promote collaboration between teams Streamline enhancement process and release cycle Single view of Customers for upsell, cross- sell, and improved customer experience Provide one-stop-shop for users, increasing adoption, integrating 3rd party applications Enhancement Requests Prioritization Deployment Change Management / Support Salesforce. com Steering Committee
  • 17. VMwares Adoption Story Challenges Needed a solution that supported VMwares exponential growth and continued evolution of business processes and needs Partner, Field, Support teams all with critical business enhancements and updates to continue utilization to the maximum and beyond Approach Keep the momentum going! Focus and align with Leadership business vision and goals Create a Strategy to enhance all 3 Cloud deployments Continue to drive collaboration within and between the 3 Clouds Leverage lessons learned from Cloud deployments in roadmap releases, ensuring clear communications and training for Users, increasing use Lessons Learned 1.Congratulate each other 2.Create a new vision with leadership, aligning with their strategy 3.Solidify key partnerships (IT, Business, Automation, Enablement) 4.Keep super user groups going and active 5.Communicate regularly with all users 6.Constantly fine tune Change management strategy 7.Look for ways to continue to improve user adoption
  • 18. Kevin Leighton Vice President Sales Operations Sales Process & Capabilities Linked In: kleighton Twitter: @k_leighton Lynn Mickleburgh Senior Director Finance Operations Lead to Order Transformation Linked In: lynnmickleburgh Amee Cooper Senior Manager Field Automation & Services Adoption, Change Management & Training Linked In: amee-cooper Twitter: @ameecooper
  • 19. Adoption Critical Success Factors Define Vision & Strategy Assess Change Build Change Team Communicate & Engage Train & Support Measure Results Reinforce & Sustain
  • 20. Wrap Up 1. What is one key take-away that youve learned today? 2. Additional Questions Post your follow-up questions in the session chatter 3. Materials 4. Closing Thoughts.
  • 21. Related Sessions Related Sessions Adoption Date/Time Winning: Tips and Tricks for Increasing User Adoption Tuesday, 9/18 @ 2pm Slashing The High Cost of Low Salesforce Adoption with Gamification Wednesday, 9/19 @ 1:30pm How to Drive and Measure Success Through Business Value Metrics Thursday, 9/20 @ 2pm 10 Proven Adoption Tactics: What's In It For Me? Thursday, 9/20 @ 4pm Training and Support for Success Friday, 9/21 @ 9am Global Deployments: Tips, Tricks, and Best Practices Friday, 9/21 @ 10am Related Sessions HP Date/Time From the Garage to the Cloud Driving the HP Sales Transformation Wednesday, 9/19 @ 1:30pm Sales Cloud: Every Sales Process is Different-What the Top Ones Have in Common Wednesday, 9/19 @ 3pm What is your Enterprise Collaboration Strategy? Thursday, 9/20 @ 9am The Evolution of a Large Enterprise Center Of Excellence Thursday, 9/20 @ 11:15am Retail Customer Service: Meeting the Demands of Today's Social Enterprise Thursday, 9/20 @ 1:30pm Your Playbook for a Global Social Media Strategy Friday, 9/21 @ 8:30am Supporting Salesforce in a Global Enterprise Friday, 9/21 @ 11:30am