Siebel to Salesforce

Editor's Notes

• #6: The topic around success of a transition to next generation CRM can really be a theme of a week long workshop.For the sake of time we are going to focus on a few key high-level items and are happy to have further discussions during the QA or follow up separately after the webcast.
• #7: Challenges:High cost of maintenance – on avg. Siebel upgrade costs $1M and lasts about a yearLong Development Cycles – long time to market for new features and functionsRecurring infrastructure challenges – focus on performance, data backup and recovery – while only performance demands for technology a highly increasing over the last several yearsApplication adoption and effectiveness is limited as users are rarely brought to the table for discussions and feedbackNon Intuitive and inflexible mobile application optionsRigid and limited innovation. The innovation cycles for legacy CRM providers are much longer and infrequent and require complex upgradesResistance:Existing CRM Investment: large investments into complex crm deployments. Idea of abandoning such investments is disheartening, even though often these deployments failed to deliver proper ROI. Can squeeze out more life from the existing environmentBusiness reactivityRisk of taking on another large scale initiatives – is overwhelmingDemandCustomer centricity – Customer becomes the focal point of business operations. Real-time interactivity within organization and with external constituents becomes a competitive advantage Users mobility and flexibilityUser experience takes the front stageTransformation is imperative to stay competitive
• #10: Comparing as example across several dimensions
• #13: Understand the pains of your constituents (through interviews, surveys and focus groups)ManagementEnd-usersCustomers/PartnersSupport TeamBusiness and IT must come together as partnersInvolve users and business in the processBusiness involvement in the decisions is key driver of the adoptionIdentify sponsors and champions for the changeInvolve users from the beginning of the implementation to ensure gradual progression in understanding the system capabilities and increase productivity.
• #14: Important of proper change management is often overseen. There is a number of proven effective CM methodologies in place which will help manage resistance and improve user adoption if properly implemented.Legacy CRM systems are often very deeply rooted into most facets of a large organization. It is important to understand these elements and focus on how the change can strengthen further the organizational fabric
• #15: It is almost certain that what was developed 5-10-15 years ago is no longer the most effective method to complete certain tasks or operations.Again the importance of bringing business together becomes paramount and allow having view and understanding from multiple angles
• #16: Thoughtful strategy is necessary- Spend time analyzing current state and take opportunity to innovateHow is it synced with data development/sourcesProper orchestration is important with other front-end and back office initiatives in placeSimilar data resides in different places and called different places - taxonomy, nomenclature and consistency
• #17: You NEED people who can understand BOTH systemsProcessGapsData ModelGovernanceLimitationsSystem IntegrationInvite business to join the teamRight Team starts with Right LeadersFlexibleExcitedOpen Minded
• #18: Understand what your Data Strategy is, what your Datamart is going to look likeIn ideal situation your data strategy would be in place before you start conversionData consistencyData cleanlinessData Migration StrategyPreliminary data analysis and sampling early in the projectInclude data cleansing and data de-duplication techniques to clean data - Garbage in, garbage out.Include multiple dry runs to ensure data transformation conforms to multiple data patterns.Involve business in all dry runs to validate data from the beginning to end of the processUnderstand what your Data Strategy is, what your Datamart is going to look like- In ideal situation your data strategy would be in place before you start conversion- data consistency- data cleanliness
• #19: Over customization will delay project and increase support overhead… The business needs to own the out of the box pilot configuration. The pilot team should be limited to Solutions architect (to determine applicable out of the box functionality)BAs (to clearly define processes...what does the system need to do?)Data architect (to understand existing data structure and planning migrations) SFDC administrators (DEV201 resources to leverage the declarative framework to configure the pilot...how will the needs be met in the SFDC environment?).
• #20: The business leads and owns the entire process or fully partnered with IT.2. Start the BA process by inventorying all the critical reporting necessary to streamline the business. This will allow the team to identify the final output and work backwards to develop the data models.3. Break up BA by function or business line and do not start the build until cross-dependencies are identified to eliminate rework.3. Plan to spend several weeks in the BA phase...do not be tempted to begin any configuration until a clear process flow for all business operations have been defined.4. Start with a pilot that leverages out of the box functionality with no heavy coding. 3. Involve IT only when coding and data integration is necessary to achieve post-pilot functionality identified by the business. Integration should be a parallel effort only after data dictionaries are developed.