Accenture enterprise transformation marshs journey from vision to realization

Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization 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 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 Megan Marshall Peter van Tilburg Senior Vice President Marsh Managing Director / Partner Accenture Marsh is a global leader in insurance broking and risk management Founded in 1871, it has more than 27,000 colleagues providing advice and transactional capabilities in more than 130 countries Marsh is a wholly owned subsidiary of Marsh & McLennan Companies Accenture is a Leader in Salesforce Implementations Salesforce.com #1 Alliance Partner • Driving salesforce.com’s largest transformational projects Forrester Wave ™: Salesforce.com Implementation Services, Q2 ‘13 • 5,000+ skilled professionals, 1,840 certified – double any competitor (as of Feb 28, 2015) • 1200+ enterprise Salesforce.com projects across 325+ different clients for all market sectors • 1.25 Million Salesforce seats • 9.6/10 client satisfaction • Up to 50,000 hours of Salesforce training annually • Armed with 200+ intelligent tools • Ability to deliver expertise and Salesforce skills in virtually every corner of the world • Named the Salesforce.com leader by Forrester Research, Inc., specifically noting that Accenture is best suited for transformational, complex, or global projects that change the business in a significant way The Forrester Wave is copyrighted by Forrester Research, Inc Forrester and Forrester Wave are trademarks of Forrester Research, Inc The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave Information is based on best available resources Opinions reflect judgment at the time and are subject to change Accelerating Sales: Our Journey to Elite The Case for Change: Why MarshForce? The Right Solution, The Right Time MarshForce will streamline our processes by:  Standardizing client development and retention processes  Creating one customer relationship management (CRM) system, allowing for access to more accurate and timely information  Providing an easy-to-use common platform for colleagues around the world MarshForce will help enable growth through:  Real-time information, empowering colleagues to seize revenue generation opportunities  Greater collaboration across geography, product, and specialty lines  Better management of time, tasks, and activities for clients and prospects MarshForce is a major investment in our people, providing the right tools to help achieve our aggressive growth aspirations Approach: Deployment Guiding Principles Standardize Deploy a Global Core Solution that is ~80% consistent worldwide using a common set of tools and processes (i.e., the Rapid Delivery Toolkit) to drive deployment consistency and efficiency Consolidate Countries that are deployed together will complete deployment activities for their Wave collectively with defined representation from all countries involved within the Wave (e.g., only one set of requirements meetings will be conducted for all countries included in a Wave) Build Momentum Anticipate Drive Efficiency Source: Accenture Sequence countries so that “global ambassadors” experience the value of the tool early and broadly endorse it – find strong leaders and obtain their support Some countries may require more organization adoption efforts than others – deploy to these countries with enough time to give them the support they need to drive take-up and usage of Salesforce.com (i.e., not sequence them at the end of the effort) Coordinate deployment Waves to increase design, build, test, and data migration efficiencies while anticipating the need to effectively coordinate with the development of integrations and regular Global Core Enhancement Releases (e.g., potentially monthly releases) Approach: Rigorous Delivery 25 Jan Mar Source: Accenture Mar 15 Mar 22 Mar 29 Mar Apr 19 Apr 26 Apr May High-LevelProgress Global Deployment Plan Global Deployment 12/09 1/10 2/10 3/10 4/10 Wave Germany/Austria Wave UK (Group 1) Bowring 5/10 6/10 7/10 8/10 9/10 10/10 11/10 12/10 Legend Complete Wave Japan In Progress – On Time Wave Canada In Progress – Risk of Delay In Progress – Delayed Wave France Wave Belgium/Luxembourg, Netherlands Wave Korea Wave Australia, New Zealand Wave Brazil Not Started – Risk of Delay Not Started – On Time Wave 10 UK (Group 2), Ireland Wave 11 Greece, Italy, Portugal, Spain Wave 12 Taiwan, Singapore, Asia Regional Wave 13 Fiji, Papua New Guinea Wave 14 Wave 15 Snapshot: sample progress report Source: Accenture USA Colombia, Mexico, Peru, Venezuela Wave 16 Israel, Middle East Wave 17 Denmark, Norway, Finland, Sweden Wave 18 China, Hong Kong/Macau Wave 19 Argentina/Uruguay, Chile, Puerto Rico, Miami Wave 20 CEE, CIS Wave 21 Africa, India, Turkey Wave 22 Guam, Malaysia, Thailand, Vietnam, Indonesia, Philippines 10 It’s a Journey Lessons Learned from Deployment • Leadership Leadership Leadership • Single sales process • Build a support network – champions network • Don’t over customise – keep it simple • WIIFM – change management 12 Structure of the Team Define strategic and tactical intent, review funding requests Steering Committee Global Champions Global Product Management Identify regional opportunities, issues, risks and validate priorities User Council Manage change and adoption, align to priorities, and screen requests Regional Coordinators Track user adoption, and align to priorities Country Coordinators Drive roadmap, develop plan, track and report, manage communications Change Control Board Global IT Partner Partners Screen, select, and prioritize requests Manage technology deliverables and vendors, conduct technical assessments Provide domain knowledge and technical expertise 14 Approach: Global Champions Network Post go-live support is four-tiered Global Team Regional Champions Super Users Online Help and Training • Implements system changes, allocates licenses, assists with very complicated process questions IT champions would be engaged at this level • Assists with more difficult questions, data cleansing/migration, user adoption, user license management, system changes, etc Coordinates with IT • Assists in ongoing training • Supports user adoption through local presence • Coordinates with regular champion for improvements, needs, and priorities • Users access Salesforce.com online Help and training/webinars/tip sheets 15 Core Flex Resourcing Model Accenture’s Core-Flex model is a sourcing model that allows us to provide baseline support and flex resources as needed based on business demand Business agility Data Quality Cloud Computing Accelerate deployment CORE Team • FLEX team Strategic extension of Marsh’s COE Thought leadership Meet fixed demand Avoid wait-times for ramp-up Improved delivery quality Strong Project Management Infuse Marsh expertise Foster innovation • • • • • • • • • Dedicated higher skilled resource pool Higher experienced resources leveraged across projects (potentially across enhancements, implementations and support) Long-term engagement with Marsh Blend of Marsh and domain/technology expertise for shared services Lead initiatives on innovation, learning, continuous improvements and knowledge management – common architecture, templates and simplicity Protected from COLA increases Key attributes Why? • Deliver value Key attributes Why? • • • • • • • • Reuse before configure, configure before customize Meet variable demands of business and enable management of peaks and troughs Flexibility to on-board and ramp-down on periodic basis Address short-term project humps Need for niche for short duration Serves as strategic bench • • • • • • • Relatively lower skilled resources Meet short-term staffing needs Minimum impact on team balance on planned ramp-downs Rate card based pricing Leverage shared resources Augments core team skills Judicious sourcing of variable / niche skills 16 It’s a Journey – Lessons Learned from Ongoing Support • Importance of good service level agreement • Transparency of resource tracking/productivity • Managing business expectations of change process • Establish a structure that allows for continuous improvement 17 Why Chatter? Organizational Silos Hinder Productivity and Growth Employees Struggle to Stay Productive Content is Difficult to Find and Access Great Expertise, Ideas, and Insights are Buried Customers and Partners are Disconnected From the Organization 14 hours a week in email Hard to stay updated Fragmented across repositories Surfacing information is impossible Engaging customers and partners is difficult Information in disparate sources Inaccessible on devices Expertise is buried Forums not leverage data Difficult to share content Separate from business data Geographies create informational divides Portals are transactional 4.3 hrs 3.5 hrs 9.6 hrs 72% Managing approvals each week Searching, but not finding, documents each week Time spent looking for information Increase in sales cycle in past five years Source: IDC 18 The Case for Change: Why Our Old Intranet Was Split in Two Part 1: Social Site Part 2: Company Portal Separate login Not personalized Not tied to business Content quickly out of date data Hard for IT to maintain and Quickly became irrelevant update Siloed from the way employees work Social for socials sakes 19 We Needed a Solution that Would Bring Everything Together Our goals: Salesforce Drive business collaboration Drive customer relationship management (CRM) adoption Consolidate platforms One place for news, tools, and product information Modern features ― personalization and mobile readiness 20 Our Solution: Marsh Connections Global news Country news Chatter feed 21 Chatter Monthly Metrics - Total Posts Early August 2013 Launched Chatter for all Early 2013 Activity on prior collaboration platform had stagnated End April 2013 Launched Chatter for sales users 22 It’s a Journey: Lessons Learned from Chatter Leadership Leadership Leadership Do not just turn it on – pilot Lay out some ground rules according to your company values Group structure works Collaboration is an Accelerator of Sales Growth We connect the dots for new opportunities We can break down hierarchical barriers We can follow top deals in real-time We can discover insights from our global colleagues We can crowd-source feedback on new initiatives 23 It’s a Journey: MarshForce Today Salesforce • • • • 8,500 sales cloud users 20,000 “social intranet” users 100+ countries 10+ foreign language translations Global Champions • 15 Regional Coordinators • 70+ Country Coordinators 24 Questions and Answers 25 Thank you! Megan Marshall Senior Vice President Marsh megan.marshall@marsh.com Peter van Tilburg Managing Director Accenture Peter.tilburg.van@accenture.com 26 This PowerPoint™ presentation is based on sources we believe reliable and should be understood to be general risk management and insurance information only, In the United Kingdom, Marsh Ltd is authorised and regulated by the Financial Conduct Authority Copyright © 2015 Marsh Ltd All rights reserved 27 [...]... Insights are Buried Customers and Partners are Disconnected From the Organization 14 hours a week in email Hard to stay updated Fragmented across repositories Surfacing information is impossible Engaging customers and partners is difficult Information in disparate sources Inaccessible on devices Expertise is buried Forums do not leverage data Difficult to share content Separate from business data Geographies... personalized Not tied to business Content quickly out of date data Hard for IT to maintain and Quickly became irrelevant update Siloed from the way employees work Social for socials sakes 19 We Needed a Solution that Would Bring Everything Together Our goals: Salesforce Drive business collaboration Drive customer relationship management (CRM) adoption Consolidate platforms One place for news, tools, and product... hierarchical barriers We can follow top deals in real-time We can discover insights from our global colleagues We can crowd-source feedback on new initiatives 23 It’s a Journey: MarshForce Today Salesforce • • • • 8,500 sales cloud users 20,000 “social intranet” users 100+ countries 10+ foreign language translations Global Champions • 15 Regional Coordinators • 70+ Country Coordinators 24 Questions and Answers... Metrics - Total Posts Early August 2013 Launched Chatter for all Early 2013 Activity on prior collaboration platform had stagnated End April 2013 Launched Chatter for sales users 22 It’s a Journey: Lessons Learned from Chatter Leadership Leadership Leadership Do not just turn it on – pilot Lay out some ground rules according to your company values Group structure works Collaboration is an Accelerator of... Leader Change Control Board Legend Marsh Resource Accenture Resource User Advocacy Group Salesforce.com Resource In-Country Resource Contribution Source: Accenture Country Coordinator UAT Country Business Sponsor IT Lead (Optional) Requirement/Des ign Participants Training Delivery Super Users Country Data Specialist 11 It’s a Journey Lessons Learned from Deployment • Leadership Leadership Leadership... Questions and Answers 25 Thank you! Megan Marshall Senior Vice President Marsh megan.marshall@marsh.com Peter van Tilburg Managing Director Accenture Peter.tilburg.van @accenture. com 26 This PowerPoint™ presentation is based on sources we believe reliable and should be understood to be general risk management and insurance information only, In the United Kingdom, Marsh Ltd is authorised and regulated by the... 16 It’s a Journey – Lessons Learned from Ongoing Support • Importance of good service level agreement • Transparency of resource tracking/productivity • Managing business expectations of change process • Establish a structure that allows for continuous improvement 17 Why Chatter? Organizational Silos Hinder Productivity and Growth Employees Struggle to Stay Productive Content is Difficult to Find and... • Don’t over customise – keep it simple • WIIFM – change management 12 Structure of the Team Define strategic and tactical intent, review funding requests Steering Committee Global Champions Global Product Management Identify regional opportunities, issues, risks and validate priorities User Council Manage change and adoption, align to priorities, and screen requests Regional Coordinators Track user... improvements and knowledge management – common architecture, templates and simplicity Protected from COLA increases Key attributes Why? • Deliver value Key attributes Why? • • • • • • • • Reuse before configure, configure before customize Meet variable demands of business and enable management of peaks and troughs Flexibility to on-board and ramp-down on periodic basis Address short-term project humps Need for... Coordinates with regular champion for improvements, needs, and priorities • Users access Salesforce.com online Help and training/webinars/tip sheets 15 Core Flex Resourcing Model Accenture s Core-Flex model is a sourcing model that allows us to provide baseline support and flex resources as needed based on business demand Business agility Data Quality Cloud Computing Accelerate deployment CORE Team • FLEX team ... 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... 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,... competitor (as of Feb 28, 2015) • 1200+ enterprise Salesforce.com projects across 325+ different clients for all market sectors • 1.25 Million Salesforce seats • 9.6/10 client satisfaction • Up to