accenture: enterprise transformation marsh’s journey from vision to realization
TRANSCRIPT
Accenture: Enterprise
Transformation
Marsh’s Journey from
Vision to Realization
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Megan Marshall Senior Vice President
Marsh
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Peter van Tilburg Managing Director / Partner
Accenture
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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.
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Accenture is a Leader in Salesforce Implementations
Forrester Wave ™: Salesforce.com Implementation Services, Q2 ‘13
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.
Salesforce.com #1 Alliance Partner
• Driving salesforce.com’s largest transformational projects
• 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
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Accelerating Sales:
Our Journey to Elite
MarshForce is a major investment in our people, providing the right tools to help achieve our aggressive growth aspirations.
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.
The Case for Change:
Why MarshForce? The Right Solution, The Right Time
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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 Sequence countries so that “global ambassadors” experience the value of the tool early and broadly
endorse it – find strong leaders and obtain their support.
Anticipate 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., do not sequence them at the end of the effort).
Drive Efficiency 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).
Source: Accenture 8
Approach: Rigorous Delivery 25 Jan 1 Mar 8 Mar 15 Mar 22 Mar 29 Mar 5 Apr 19 Apr 26 Apr 3 May
Source: Accenture 9
High-Level Global Deployment Plan 4/10 2/10 1/10 12/09 3/10 5/10 6/10 7/10 8/10 9/10 10/10 11/10 12/10
Legend
In Progress – Risk of Delay
In Progress – On Time
Complete
In Progress – Delayed
Not Started – On Time
Not Started – Risk of Delay
Wave 1 Germany/Austria
Wave 4 Canada
Wave 3 Japan
Wave 5 France
Wave 9 Brazil
Wave 7 Korea
Wave 8 Australia, New Zealand
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 15 Colombia, Mexico, Peru, Venezuela
Wave 14 USA
Wave 17 Denmark, Norway, Finland, Sweden
Wave 19 Argentina/Uruguay, Chile, Puerto Rico, Miami
Wave 18 China, Hong Kong/Macau
Wave 20 CEE, CIS
Wave 21 Africa, India, Turkey
Wave 22 Guam, Malaysia, Thailand,
Vietnam, Indonesia,
Philippines
Global Deployment Progress
Snapshot: sample progress report
Wave 16 Israel, Middle East
Wave 2 UK (Group 1) Bowring
Wave 6 Belgium/Luxembourg, Netherlands
Source: Accenture 10
Approach: Deploy the Global Core Resources
Global Resource Contribution
Global Solution Delivery Global Solution Development
Global
Steering
Group
Change Control
Board
Country Business
Sponsor
Global
Org Adoption
Lead
Global
Program
Manager
Program Management
Legend
Salesforce.com Resource
Accenture Resource
Marsh Resource
Regional Project
Manager (5)
Deployment
Analyst (5)
EMEA
Deplmt
Support
Global
Deployment
Analyst
Global
IT Lead
Global Data
Architect
Regional IT
Lead (6)
Data Analyst
Country
Coordinator
Country Data
Specialist
Regional Comms
Lead (5)
Regional Resource Contribution
In-Country Resource Contribution
Data &
Integration Lead Training PM
Engagement
Manager
Offshore Config
Comms Lead
System
Architect
User
Advocacy
Group
Functional Lead
(6)
Regional Training
Lead (6)
Business
Leader
IT Lead
(Optional) UAT
Requirement/Des
ign Participants Super Users
Offshore Config
Team
Application
Architect
DMG Lead
(5)
Training Delivery
Release
Manager
Ongoing Support Change Control
Board
Business
Release
Manager
Source: Accenture 11
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.
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Structure of the Team
Provide domain
knowledge and
technical expertise.
Manage technology
deliverables and vendors,
conduct technical
assessments.
Global Product
Management
Steering
Committee
Define strategic and tactical
intent, review funding requests.
Global IT
Partner
Partners
Change Control
Board
Regional
Coordinators
Country
Coordinators
Manage change
and
adoption, align to
priorities, and
screen requests.
Track user
adoption,
and align to
priorities.
Screen, select, and
prioritize requests. User Council
Identify regional
opportunities,
issues, risks and
validate priorities.
Drive roadmap, develop plan,
track and report, manage
communications.
Global Champions
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Approach: Global Champions Network
Post go-live support is four-tiered
Online Help and Training
Super Users
Regional Champions
Global
Team
• Users access Salesforce.com online.
Help and training/webinars/tip sheets.
• Assists in ongoing training.
• Supports user adoption through local presence.
• Coordinates with regular champion for improvements,
needs, and priorities.
• Assists with more difficult questions, data
cleansing/migration, user adoption, user license
management, system changes, etc. Coordinates with IT.
• Implements system changes, allocates licenses, assists with
very complicated process questions. IT champions would be
engaged at this level.
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• 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
• 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
• 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
Why?
Why?
Key attributes
Key attributes
Business agility Data Quality Cloud Computing Accelerate deployment Reuse before configure,
configure before customize Deliver value
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
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.
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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.
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Why Chatter?
Organizational Silos Hinder Productivity and Growth
14 hours a
week in
Hard to stay updated.
Information in disparate
sources.
Difficult to share content.
Surfacing information is impossible.
Expertise is buried.
Geographies create informational divides.
Engaging customers and partners is difficult.
Forums do not leverage data.
Portals are transactional.
Employees Struggle
to Stay Productive
Great Expertise, Ideas,
and Insights are Buried
Customers and Partners are
Disconnected From the
Organization
72% Increase in sales
cycle in past five
years.
4.3 hrs Managing approvals each
week.
9.6 hrs Time spent looking for
information.
Content is Difficult to
Find and Access
Fragmented across repositories.
Inaccessible on devices.
Separate from business data.
3.5 hrs Searching, but not finding,
documents each week.
Source: IDC
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The Case for Change:
Why Our Old Intranet Was Split in Two
Part 1: Social Site
Separate login.
Not tied to business
data.
Quickly became
irrelevant.
Social for socials
sakes.
Part 2: Company Portal
Not personalized.
Content quickly out of date.
Hard for IT to maintain and
update.
Siloed from the way
employees work.
Our goals:
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.
We Needed a Solution that Would Bring Everything Together
Salesforce
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Our Solution:
Marsh Connections
Chatter feed
Country news Global news
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Chatter Monthly Metrics - Total Posts
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Early August 2013
Launched Chatter for all
End April 2013
Launched Chatter for sales
users
Early 2013
Activity on prior collaboration
platform had stagnated
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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
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.
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Questions and Answers
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Thank you!
Megan Marshall
Senior Vice President
Marsh
Peter van Tilburg
Managing Director
Accenture
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