Salesforce Playbook- 6 Steps to Better Deployments

THE ENTERPRISE SOFTW SOFTWARE ARE PLAYBOOK CREATING BETTER DEPLOYMENTS Alex Cowan © 2015 COWAN+

ENTERPRISE SOFTWARE CAN BE REALLY GREAT

I I

Enterprise Software End Users

ALEX COWAN | alexandercowan.com | @cowanSF

© 2015 COWAN+

BUT USUALLY IT’S NOT

CRM PROJECT FAILURES Source Gartner

Statistic 50%

Butler AMR The Economist Forester

70% 29% 56% 47%

source: ZDNet

© 2015 COWAN+

BUT USUALLY IT’S NOT

LABOR PRODUCTIVITY (US)

source: US Bureau of Labor Statistics

© 2015 COWAN+

ABOUT ME

Entrepreneur (5x) Intrapreneur (1x)

ALEX COWAN | alexandercowan.com | @cowanSF

© 2015 COWAN+

ABOUT ME

alexandercowan.com ALEX COWAN | alexandercowan.com | @cowanSF

© 2015 COWAN+

4 PROBLEMS WE CAN READILY IMPROVE

Order Taking vs. Consulting

Building vs. Designing

Papering Problems with Software vs. Solving Them

Big Batches vs. Iteration

© 2015 COWAN+

ORDER TAKING VS. CONSULTING We ask users for their requirements and then do precisely what they ask. The result is a frankensteinian; users revolt. We need to know what to ask users, how to observe them, how to interpret what they say and do, and then apply our ideas on best practices to deliver something they’ll like.

Order Taking vs. Consulting

© 2015 COWAN+

ORDER TAKING VS. CONSULTING “We need values for this important dropdown menu. What do you want there?”

© 2015 COWAN+

ORDER TAKING VS. CONSULTING “We need values for this important dropdown menu. What do you want there?”

X

“Well, at my last six jobs we used {x, y, y, z}, so I guess let’s go with that.”

© 2015 COWAN+

4 PROBLEMS WE CAN READILY IMPROVE Tools like Salesforce makes it so easy to build things, so we do what’s easy and what looks good on a Gantt chart. But it’s it’s not as easy as it looks- creating a thoughtful, durable system that users like is hard. We need to better ‘sell’ the design process and integrate it more continuously into deployment. Building vs. Designing

© 2015 COWAN+

BUILDING VS. DESIGNING “I’d like to spend more time with the folks in support to understand understand how they do things and see see what ideas they have about how things should work.”

© 2015 COWAN+

BUILDING VS. DESIGNING “I’d like to spend more time with the folks in support to understand understand how they do things and see see what ideas they have about how things should work.”

X

“Let’s not make this a science science project. We’re short on time. Let’s just get the system online.”

© 2015 COWAN+

4 PROBLEMS WE CAN READILY IMPROVE We place our faith in ‘the system’ to solve our problems, but software can only automate and standardize processes. Only the users and their advisors really know how things should work. We need to pair thoughtful design with appropriate software choices. Papering Problems with Software vs. Solving Them

© 2015 COWAN+

PAPERING PROBLEMS VS. SOLVING THEM “Tell me about your order management process and how that’s working for you.”

© 2015 COWAN+

PAPERING PROBLEMS VS. SOLVING THEM “Tell me about your order management process and how that’s working for you.”

X

“We don’t exactly have one. I was hoping that would come with the system.”

© 2015 COWAN+

4 PROBLEMS WE CAN READILY IMPROVE Plans deliver a sense of certainty certainty,, but that certainty is false. Systems and process redesign is complex and incremental validation is critical. Smaller batches with step-wise validation are the fastest path to a good outcome.

Big Batches vs. Iteration

© 2015 COWAN+

BIG BATCHES VS. ITERATION “Here’s what I think we can do in the next two weeks based on the priorities. priorities. Then we can review.”

© 2015 COWAN+

BIG BATCHES VS. ITERATION “Here’s what I think we can do in the next two weeks based on the priorities. priorities. Then we can review.”

X

“Look, I need a plan for the whole project.”

© 2015 COWAN+

THE SILVER BULLET?

© 2015 COWAN+

PRACTICES THAT HELP CUSTOMER DISCOVERY & EXPERIMENTS ?

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01: Define Focal Points with Business Model Canvas

PRODUCT &

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PROMOTION

VALUE PROPOSITIONS &

USER STORIES

ASSUMPTIONS

& PROTOTYPES

P I V O T ? T ?

? E L A C S

T ? A

W H PROBLEM PERSONAS

WHO?

SCENARIOS & ALTERNATIVES

© 2015 COWAN+

PRACTICES THAT HELP 02: Process Design as Prototype

CUSTOMER DISCOVERY & EXPERIMENTS ?

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PRODUCT &

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PROMOTION


USER STORIES

ASSUMPTIONS

& PROTOTYPES

P I V O T ? T ?

? E L A C S

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WHO?


© 2015 COWAN+

PRACTICES THAT HELP 02: Process Design as Prototype

DISCOVERY & EXPERIMENTS ?

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03: 0, 30, 90 Day Success Criteria

CUSTOMER

PRODUCT &

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PROMOTION


USER STORIES

ASSUMPTIONS

& PROTOTYPES

P I V O T ? T ?

? E L A C S

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WHO?


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01: WHY FRAME WITH STRATEGY?

Why?

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1. Structure.

Why?

© 2015 COWAN+


Why?

1. Structure. 2. Linkage to success criteria.

© 2015 COWAN+


Why?

1. Structure. 2. Linkage to success criteria. 3. A drive to explicit, discussable designs.

© 2015 COWAN+


Why?

1. Structure. 2. Linkage to success criteria. 3. A drive to explicit, discussable designs. 4. Linkage to company business model & strategy.

© 2015 COWAN+

01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANT TO PAY FOR STRATEGY (Or even design in some cases) - feel they already know what they want - believe the software will essentially just work on its own © 2015 COWAN+

01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANT TO PAY FOR STRATEGY

KEEP IT FOCUSED, KEEP IT RELEVANT

(Or even design in some cases) - feel they already know what they want - believe the software will essentially just work on its own

- you can do the basics in a few hours per engagement - even if you do it in pre-sales mode, it’s worth it

© 2015 COWAN+

01: THE KEY ITEMS FOR OUR FRAMING

Who are the buyers, users and why do they buy? What is the end-to-end customer experience? What activities are strategically important?

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© 2015 COWAN+

01: A DESERT OR A FLOOR WAX? Are you sure you know the business? Quickly define it with a clinical positioning statement.

For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key benefit – th t hat is, compelling reason to buy). Unlike (primary competitive alternative), our product (statement of primary differentiation).

© 2015 COWAN+

01: A DESERT OR A FLOOR WAX? Example: Home Depot

For homeowners who want the control and affordability of doing their own home improvement, the Home Depot is a hardware retailer that offers comprehensive selection at competitive prices. Unlike hiring professionals, our product helps you save money and work on your own te t erms.

© 2015 COWAN+

01: A DESERT OR A FLOOR WAX? Example: United Children’s Theater

For children (k-12) seeking an expressive experience through the arts, the Children’s Theater is a performing arts institute that offers affordable programming to low-income schools and children. Unlike private institutions, our product offers national quality programming with a long trrack record of success. t

© 2015 COWAN+

01: PART 1

Who are the buyers, users and why do they buy?

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© 2015 COWAN+

01: PART 2

What is the end-to-end customer experience?

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© 2015 COWAN+

01: PART 3

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© 2015 COWAN+

01: PART 1: THE FIRST FIVE

Who are the buyers, users and why do they buy?

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© 2015 COWAN+

01: PRACTICES THAT HELP CUSTOMER DISCOVERY & EXPERIMENTS ?

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Define Focal Points with Business Model Canvas

PRODUCT &

I

F ?

PROMOTION


USER STORIES

ASSUMPTIONS

& PROTOTYPES

P I V O T ? T ?

? E L A C S

T ? A


WHO?


© 2015 COWAN+

01: CUSTOMERS & PROPOSITIONS Why do they buy? Value Propositions

Broad Selection Competitive Prices Convenience

Who are they? Customer Segments

Do-It-Yourselfers Casual Shoppers Contractors

Example: Home Depot © 2015 COWAN+

01: CUSTOMERS Why do they buy? Value Propositions


? © 2015 COWAN+

01: CUSTOMERS Why do they buy? Value Propositions


Children Parents Teachers & Admin. Donors

© 2015 COWAN+

01: PROPOSITIONS Why do they buy? Value Propositions

?



© 2015 COWAN+

01: PROPOSITIONS Why do they buy? Value Propositions

Quality Arts Education Unique Peer Group Affordability Outsourcing Arts Function Cultivating Arts Locally Better Ed. for Low-Income Pupils



© 2015 COWAN+

01: CUSTOMERS & PROPOSITIONS

Example: United Children’s Theater © 2015 COWAN+

01: PART 2: THE SECOND FIVE

What is the end-to-end customer experience?

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© 2015 COWAN+

01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

Attention Interest Desire Action Onboarding Retention

How do they first find out that you, your proposition exist? How do you break through the noise floor?

© 2015 COWAN+



What is it that engages them with your proposition? How will you connect?

© 2015 COWAN+



Are you connecting with an important problem scenario? Is your VP better enough than the alternative? © 2015 COWAN+

01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO What is absolute minimum set of Attention actions required by Interest the customer to Desire have you deliver on their problem? Action

Onboarding Retention © 2015 COWAN+



How do they become a regular, habitual user? How will you know if that’ss happening? that’

© 2015 COWAN+



How do you deepen their involvement? Investment? How do you get them talking about it? © 2015 COWAN+

01: STORYBOARDING AIDAOR- UNITED CHILDREN’S THEATER

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…Action, Onboarding, Retention © 2015 COWAN+

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© 2015 COWAN+

01: ENHANCING STORYBOARD WITH THINK-SEE-FEEL-DO >0 3"%2%< 7&2/*,9 I%82% ,* %J(03%- 3* "&B% $*+H K%38, 4%3 ,3&23%-9

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Thinks: Is this going to be OK? What happens if something doesn’t work out? What time exactly do I need to come back and pick him up? Can anyone help me carpool? Sees: The interactions the other parents are having with wit h the teachers, each other, other, and their kids. Feels: Anxious about whether Carlos will enjoy himself. Hopeful and excited that he’ll find an after school activity he likes. Does: Comes for pickup with a list of questions. Would like to engage with other mom’s mom’s but feels shy and does not initially.

© 2015 COWAN+

01: CUSTOMER JOURNEY How do they interact?

Who interacts? Channels

Customer Relationships

SAMPLES dedicated personal service (onsite? offsite?) personal service phone support web/email based tickets web self-help and forums

SAMPLES PROMOTION personal direct personal indirect specialty media tele te levi visi sion on radio AdWords + SEO

SALES hand sales direct hand sales indirect retail web phone delivery

SERVICE direct personal authorized center field contractors community web

© 2015 COWAN+

01: CUSTOMER JOURNEY How do they interact? Customer Relationships


? © 2015 COWAN+



UNITED CHILDREN’S THEATER Personal Service Direct Personal Service Online Community

© 2015 COWAN+



? © 2015 COWAN+

01: CUSTOMER JOURNEY How do they interact?


Customer Relationships

UNITED CHILDREN’S THEATER Personal Service Direct Personal Service Online Community

PROMOTION Parent’s Auxiliary

SALES Direct Local Schools

SERVICE Parents Auxiliary Facebook

© 2015 COWAN+

01: CUSTOMER JOURNEY


01: PART 3: THE THIRD FIVE

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© 2015 COWAN+

01: BUSINESS MODEL TYPES !-+. /0(%1+($,

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© 2015 COWAN+

01: BUSINESS MODEL TYPES Infrastructure-Driven

UTILITIES

TELECOM

COMMODITIES

PG&E National Grid

AT&T France Telecom

Archer Daniels Dow Cargill

© 2015 COWAN+


Scope-Driven

UTILITIES

TELECOM

COMMODITIES

PG&E National Grid

AT&T France Telecom


RETAIL

BANKING

Neiman Marcus Toys ‘R Us Harrods

HSBC Bank of America

CORP. LAW

Allen & Overy Jones Day

© 2015 COWAN+


Scope-Driven

UTILITIES

TELECOM

COMMODITIES

PG&E National Grid

AT&T France Telecom


RETAIL

BANKING

Neiman Marcus Toys ‘R Us Harrods PACKAGED GOODS

Product-Driven

Nestle Unilever Pepsico

HSBC Bank of America

APP. SOFTWARE

Twitter Facebook EA

CORP. LAW

Allen & Overy Jones Day

MEDIA

Conde Nast MGM MG M

© 2015 COWAN+

01: BUSINESS MODEL TYPES- IMPLICATIONS EXAMPLE AREA Sales Process: Highly standard or flexible? Pricing & Packaging: Highly standardized or customizable? Customer Support: How systematic vs. customized?

INFRASTRUCTURE -DRIVEN relatively standardized relatively standardized

SCOPEDRIVEN

relatively flexible relatively customizable relatively relatively systematic customized

PRODUCTDRIVEN (ideally Channel sells) relatively standardized relatively systematic

© 2015 COWAN+

01: KEY ACTIVITIES Which activities are strategic? Key Key Activities

Which assets are strategic? Key Resources

? © 2015 COWAN+

01: KEY ACTIVITIES Which activities are strategic? Key Key Activities


Curriculum Development Student Development School Programming Volunteer Development Donor Development © 2015 COWAN+

01: KEY RESOURCES Which activities are strategic? Key Key Activities

Curriculum Development Student Development School Programming Volunteer Development Donor Development


? © 2015 COWAN+

01: KEY RESOURCES Which activities are strategic? Key Key Activities

Curriculum Development Student Development School Programming Volunteer Development Donor Development


Track Record Facility Donor Relationships Curriculum Volunteer Base © 2015 COWAN+

01: CUSTOMERS & PROPOSITIONS


02: PRACTICES THAT HELP Process Design as Prototype

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© 2015 COWAN+

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Bram.dezwart via Wikimedia Commons

© 2015 COWAN+

02: THE ATOMIC PROCESS

The atomic process has… an input

an output

© 2015 COWAN+


The atomic process has… an input transformative

an output

steps

© 2015 COWAN+


The atomic process has… an input transformative

an output

steps

…and 3 metrics

1. process 2. output 3. outcome

© 2015 COWAN+

02: FOCAL METRICS Process: How many doorknobs/hour? Output: Portion of ‘flawed’ doorknobs? Outcome: Did we validate that customers like the doorknobs?

© 2015 COWAN+

02: VALIDATING PROCESSES ELIMINA ATE NVA: Non-Value Added Time (‘wasted time’) >> ELIMIN Business-Value alue Added Time Time (‘paperwork’) >> MINIMIZE BVA: Business-V Value-Added Time Time (‘work’) >> MAXIMIZE RVA: Real Value-Added

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02: WORKING KEY ACTIVITIES- PROCESS INVENTORY Key Activities Functional PROCESS Processes INVENTORY SubProcesses

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02: EXAMPLE- UNITED CHILDREN’S THEATER

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02: THE INPUT- A HALLWAY CONVERSATION “Thanks for taking the time. Can you tell me about how you qualify leads?”

PROJECT LEAD

“Sure. Pretty much I … [general answer]”

“Could you walk me through a recent example?”

“You bet … [more of the specifics SFG needed]”

“So, first you qualify on whether the donor funds the arts, funds local education, and then whether they have current current year funds?” funds?”

“Yup”

EXECUTIVE DIRECTOR

© 2015 COWAN+

© 2015 COWAN+

02: THE INPUT- A HALLWAY CONVERSATION “Then what happens?”

PROJECT LEAD

“If they’re a possible fit but not this year or not until we’re doing something in particular, I mark them as not qualified yet but make a note to myself to call them back.

EXECUTIVE DIRECTOR

If they’re not for us, I mark them dead. If they look good I put them on my priority priority list.

© 2015 COWAN+

© 2015 COWAN+

© 2015 COWAN+

1

© 2015 COWAN+

02: LAYERING STORIES ONTO PROCESS “As a donor manager, manager, I want to record the prospect’ prospect’ss qualifications so I understand if and how I should progress with them.” Story

Test

Make sure it’s possible to qualify and record their charter. ?: Should this be a simple yes/no on arts & k-12? If so, in aggregate or separately? “As a donor manager, I want to 1: ?: Notion- would it be useful to record the URL if it’s online? record the Lead qualifications so myself ?: Place to make notes? If so, just one for general, or some or someone else can readily follow up kind of prompt or relationship to other items? with them on relevant next steps.” ?: What’s in the DM’s notes for a typical qualification? Make sure it’s possible to qualify current year funds. ?: What else is relevant here? Qualify when their new fund year/fiscal year starts? Size of typical donation? © 2015 COWAN+

02: THE INPUT- A HALLWAY CONVERSATION (II) “Anything else on Donor Development? What else has to get done in the process?”

PROJECT LEAD

“What do you typically do for recognition?”

“Well, we want to recognize the donations, let them know our appreciation. appreciation. With the new folks and scaling, we sometimes drop the ball on that, which we just have got to fix.”

EXECUTIVE DIRECTOR

“Minimum, we send an email. For the really big ones, I send a handwritten note.”

© 2015 COWAN+

© 2015 COWAN+

© 2015 COWAN+

1

© 2015 COWAN+

02: LAYERING STORIES ONTO PROCESS “As the executive director, director, I want to follow f ollow up a donation with a personalized response so we show our appreciation and develop the relationship.” Story

Test

Make sure the donors name and address (email and/or street address) is clearly visible Make sure the donors relationship to United Children’s Theater is clearly visible, including: parent, parent of alumni, Make sure any past donations are visible ?NOTE: Can we review a sample of past letters to see what other details might be pertinent? 1: As the DM, I want to record when and If the follow-up is written, make sure there’s an easy way to how I followed up so that I can review attach it and association it to the donor and donation that in the future future and anyone anyone who’s who’s If the follow up is an email, make sure it’s logged in the same dealing with the donor can easily see fashion this for account account visibility. visibility. As the donor manager, I want to quickly understand the donor and their contribution so I can follow up appropriately appropriate ly and without additional research. 1:

…

… © 2015 COWAN+

03: VALIDATING PROCESSES- DONOR DEVELOPMENT PROBLEM SCENARIO

CURRENT ALTERNATIVE

VALUE PROPOSITION

VALIDATION CRITERIA

Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives

© 2015 COWAN+

03: VALIDATING PROCESSES- DONOR DEVELOPMENT PROBLEM SCENARIO Implementing learned best practices on account development tasks & keeping those aligned with corporate objectives

CURRENT ALTERNATIVE

VALUE PROPOSITION

VALIDATION CRITERIA

Self-generated spreadsheet for account tracking on shared drive

© 2015 COWAN+


CURRENT ALTERNATIVE

VALUE PROPOSITION

VALIDATION CRITERIA

Self-generated The Salesforce spreadsheet for account implementation will help tracking on shared drive with best practice sales and time management with structure and automation around tasks like* lead scoring to prioritize calls * simple creation of follow-up’s and related

© 2015 COWAN+


CURRENT ALTERNATIVE

VALUE PROPOSITION

Self-generated The Salesforce spreadsheet for account implementation will help tracking on shared drive with best practice sales and time management with structure and automation around tasks like* lead scoring to prioritize calls * simple creation of follow-up’s and related

VALIDATION CRITERIA 0 Day: DM inputs last 5 prospects; they go into fields as designed without additional support or questions

30 Day: login’s on at least 18 working days 90 Day: ?

© 2015 COWAN+


CURRENT ALTERNATIVE

VALUE PROPOSITION

Self-generated The Salesforce spreadsheet for account implementation will help tracking on shared drive with best practice sales and time management with structure and automation around tasks like* lead scoring to prioritize calls * simple creation of follow-up’s and related notices to help prioritize work

VALIDATION CRITERIA 90 Day: Definitive results on sales execution against strategic market plan + Result: 80% new growth is in Accounts types in target target segments - Result: Most growth is not in target segments and the underlying reason can be identified in Opportunity postmortems © 2015 COWAN+

03: THE INPUT- A HALLWAY CONVERSATION (II) “Anything else on Donor Development? What else has to get done in the process?”

PROJECT LEAD

“What do you typically do for recognition?”

“Well, we want to recognize the donations, let them know our appreciation. appreciation. With the new folks and scaling, we sometimes drop the ball on that, which we just have got to fix.”

EXECUTIVE DIRECTOR

“Minimum, we send an email. For the really big ones, I send a handwritten note.”

© 2015 COWAN+

© 2015 COWAN+


CURRENT ALTERNATIVE

VALUE PROPOSITION

VALIDATION CRITERIA

Consistently recognizing donors (for longer term relationship development)

© 2015 COWAN+


CURRENT ALTERNATIVE

VALUE PROPOSITION

VALIDATION CRITERIA

Consistently recognizing Manual process with no donors (for longer term checks, tracking or relationship automation development)

© 2015 COWAN+


CURRENT ALTERNATIVE


VALUE PROPOSITION

VALIDATION CRITERIA

The Salesforce implementation will automate recognition and track it for account & sales management.

© 2015 COWAN+


CURRENT ALTERNATIVE


VALUE PROPOSITION The Salesforce implementation will automate recognition and track it for account & sales management.

VALIDATION CRITERIA 0 Day: DM inputs sample opportunities (with test opportunities addresses); the recognition correspondence corresponde nce posts as expected 30 Day: Closed Opportunities Opportuniti es are receiving recognition as expected and this is visible 90 Day: Donors are involved; Donations are up © 2015 COWAN+

03: SCORING WINS Key Activity 1 Key Activity 2 Key Activity 3 … Key Activity n

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Problem Scenario + Alternative +

Your Ideas on Propositions

© 2015 COWAN+


Problem Scenario + Alternative +

Your Ideas on Propositions

Ranking Wins? Reduction Automation Consolidation Visibility

© 2015 COWAN+

FINI Enterprise Software Playbook

bit.ly/entplay

Venture Design

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Coursera Class: Agile Development

Get in touch!

bit.ly/hiagile

[email protected] @cowanSF

© 2015 COWAN+

Salesforce Playbook- 6 Steps to Better Deployments

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