salesforce playbook- 6 steps to better deployments

7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments

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THE ENTERPRISE SOFTWAREPLAYBOOKCREATING BETTER DEPLOYMENTS

Alex Cowan



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ENTERPRISE SOFTWARE CAN BE REALLY GREAT

I Enterprise SoftwareI End Users

ALEX COWAN | alexandercowan.com | @cowanSF



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BUT USUALLY IT’S NOT

LABOR PRODUCTIVITY (US)

source: US Bureau of Labor Statistics



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ABOUT ME

Entrepreneur (5x)Intrapreneur (1x)

ALEX COWAN | alexandercowan.com | @cowanSF



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4 PROBLEMS WE CAN READILY IMPROVE

Order Taking

vs.Consulting

Building

vs.Designing

Big Batches

vs.Iteration

Papering Problems with

Software vs.

Solving Them



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ORDER TAKING VS. CONSULTING

Order Taking

vs.Consulting

We ask users for their requirements and then do precisely what theyask.

The result is a frankensteinian; users revolt.

We need to know what to ask users, how to observe them, how tointerpret what they say and do, and then apply our ideas on bestpractices to deliver something they’ll like.



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ORDER TAKING VS. CONSULTING

“We needvalues for thisimportant drop-down menu.

What do youwant there?”

“Well, at mylast six jobswe used {x, y, z}, so I

guess let’s gowith that.”

X



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Building

vs.Designing

Tools like Salesforce makes it so easy to build things,so we do what’s easy and what looks good on a Ganttchart.

But 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 andintegrate it more continuously into deployment.



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BUILDING VS. DESIGNING

“I’d like tospend more

time with thefolks in support

to understand

how they do things and seewhat ideas theyhave about how

things should

work.”



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BUILDING VS. DESIGNING

“I’d like tospend more

time with thefolks in support

to understand

how they do things and seewhat ideas theyhave about how

things should

work.”

“Let’s not make this a scienceproject. We’reshort on time.Let’s just get

the systemonline.”

X



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Papering Problems with

Software vs.

Solving Them

We place our faith in ‘the system’ to solve ourproblems, but software can only automate andstandardize processes.

Only the users and their advisors really know howthings should work.

We need to pair thoughtful design with appropriatesoftware choices.



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PAPERING PROBLEMS VS. SOLVING THEM

“Tell me aboutyour ordermanagementprocess and

how that’s

working foryou.”



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PAPERING PROBLEMS VS. SOLVING THEM

“Tell me aboutyour ordermanagementprocess and

how that’s

working foryou.”

“We don’texactly haveone. I washoping thatwould come

with thesystem.”

X



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Big Batches

vs.Iteration

Plans deliver a sense of certainty, but that certaintyis false.

Systems and process redesign is complex and

incremental validation is critical.

Smaller batches with step-wise validation are thefastest path to a good outcome.



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BIG BATCHES VS. ITERATION

“Here’s what I think we can doin the next twoweeks based on

the priorities.

Then we canreview.”



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BIG BATCHES VS. ITERATION

“Here’s what I think we can doin the next twoweeks based on

the priorities.

Then we canreview.”

“Look, I need aplan for thewhole project.”

X



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THE SILVER BULLET?



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PRACTICES THAT HELP

S C A L E ?

P IV O T ?

PRODUCT &

PROMOTION

USER STORIES

& PROTOTYPES

CUSTOMER

DISCOVERY &

EXPERIMENTS

VALUE

PROPOSITIONS &

ASSUMPTIONS

S H O W

M E …

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEM

SCENARIOS &

ALTERNATIVES

01: DefineFocal PointswithBusinessModelCanvas



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PRACTICES THAT HELP

S C A L E ?

P IV O T ?

PRODUCT &

PROMOTION

USER STORIES

& PROTOTYPES

CUSTOMER

DISCOVERY &

EXPERIMENTS

VALUE

PROPOSITIONS &

ASSUMPTIONS

S H O W

M E …

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEM

SCENARIOS &

ALTERNATIVES

02:ProcessDesign asPrototype




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PRACTICES THAT HELP

S C A L E ?

P IV O T ?

PRODUCT &

PROMOTION

USER STORIES

& PROTOTYPES

CUSTOMER

DISCOVERY &

EXPERIMENTS

VALUE

PROPOSITIONS &

ASSUMPTIONS

S H O W

M E …

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEM

SCENARIOS &

ALTERNATIVES

03:0, 30, 90 Day Success Criteria

02:ProcessDesign asPrototype




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01: WHY FRAME WITH STRATEGY?

Why?



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Why?

1. Structure.



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Why?

1. Structure.

2. Linkage to success criteria.



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Why?

1. Structure.


3. A drive to explicit, discussable designs.



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Why?

1. Structure.


3. A drive to explicit, discussable designs.

4. Linkage to company business model & strategy.



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01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANTTO PAY FOR STRATEGY(Or even design in some cases)- feel they already know

what they want

- believe the software willessentially just work on its own



© 2015 COWAN+

01: STRATEGY IS A FOCAL TOOL, BUT …

CLIENTS DON’T WANTTO PAY FOR STRATEGY(Or even design in some cases)- feel they already know

what they want

- believe the software willessentially just work on its own

KEEP IT FOCUSED,KEEP IT RELEVANT- you can do the basics in a

few hours per engagement- even if you do it in pre-sales

mode, it’s worth it



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01: THE KEY ITEMS FOR OUR FRAMING

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Who are the buyers, usersand why do they buy?

What is the end-to-endcustomer experience?

What activities are

strategically important?



© 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 – that is, compelling reason to buy). Unlike (primary competitive alternative),

our product (statement of primary differentiation).



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Example: Home Depot

For homeowners who want the control and affordability of doing their

own home improvement, the Home Depot is a hardware retailer thatoffers comprehensive selection at competitive prices. Unlike hiring

professionals, our product helps you save money and work on your own

terms.



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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 affordableprogramming to low-income schools and children. Unlike private

institutions, our product offers national quality programming with a long

track record of success.



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01: PART 1

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'+;6+1%$,Who are the buyers, users

and why do they buy?



© 2015 COWAN+

01: PART 2

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What is the end-to-endcustomer experience?



© 2015 COWAN+

01: PART 3

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What activities arestrategically important?



© 2015 COWAN+

01: PART 1: THE FIRST FIVE

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'+;6+1%$,Who are the buyers, users

and why do they buy?



© 2015 COWAN+

01: PRACTICES THAT HELP

S C A L E ?

P IV O T ?

PRODUCT &

PROMOTION

USER STORIES

& PROTOTYPES

CUSTOMER

DISCOVERY &

EXPERIMENTS

VALUE

PROPOSITIONS &

ASSUMPTIONS

S H O W

M E …

?

W H A T

I F ?

WHO?PERSONAS

W H A T ?

PROBLEM

SCENARIOS &

ALTERNATIVES

Define FocalPoints withBusinessModelCanvas



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01: CUSTOMERS & PROPOSITIONS

Broad Selection

Competitive Prices

Convenience

Do-It-Yourselfers

Casual Shoppers

Contractors

Example: Home Depot

Value

Propositions

Customer

Segments

Why do they buy? Who are they?



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01: CUSTOMERS

?

Value

Propositions

Customer

Segments




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01: CUSTOMERS

Value

Propositions

Customer

Segments


Children

Parents

Teachers & Admin.

Donors



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01: PROPOSITIONS

Value

Propositions

Customer

Segments


Children

Parents

Teachers & Admin.

Donors?



© 2015 COWAN+

01: PROPOSITIONS

Value

Propositions

Customer

Segments


Children

Parents

Teachers & Admin.

Donors

Quality Arts Education

Unique Peer Group

Affordability

Outsourcing Arts FunctionCultivating Arts Locally

Better Ed. for Low-Income Pupils



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Example:

UnitedChildren’sTheater



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01: PART 2: THE SECOND FIVE

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01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO

AttentionInterest

DesireActionOnboarding

Retention

How do they first findout that you, your

proposition exist?

How do you break through the noise

floor?



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AttentionInterest


Retention

What is it that

engages them withyour proposition?

How will youconnect?



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AttentionInterest


Retention

Are you connectingwith an importantproblem scenario?

Is your VP better

enough than thealternative?



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AttentionInterest


Retention

What is absoluteminimum set of

actions required by

the customer tohave you deliver on

their problem?



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AttentionInterest


Retention

How do they

become a regular,habitual user? How

will you know if

that’s happening?



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AttentionInterest


Retention

How do you deepen their involvement?

Investment? How doyou get them talking

about it?



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01: STORYBOARDING AIDAOR- UNITED CHILDREN’S THEATER

…Action, Onboarding, Retention

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© 2015 COWAN+

01: ENHANCING STORYBOARD WITH THINK-SEE-FEEL-DO

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

the teachers, each 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 but feels shy and does not

initially.

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© 2015 COWAN+

01: CUSTOMER JOURNEY

How do they interact? Who interacts?

SAMPLES SAMPLES

Customer

Relationships

Channels

SALEShand sales directhand sales indirectretail

webphonedelivery

PROMOTIONpersonal directpersonal indirectspecialty media

televisionradioAdWords + SEO

SERVICEdirect personalauthorized centerfield contractors

communityweb

dedicated personal service (onsite? offsite?)personal servicephone supportweb/email based tickets

web self-help and forums



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How do they interact? Who interacts?Customer

Relationships

Channels

UNITED CHILDREN’S THEATERPersonal ServiceDirect Personal ServiceOnline Community



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Relationships

Channels

?



© 2015 COWAN+



Relationships

Channels

UNITED CHILDREN’S THEATERSALESDirectLocal Schools

SERVICEParents AuxiliaryFacebook

PROMOTIONParent’s Auxiliary

Personal ServiceDirect Personal ServiceOnline Community



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Example:




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01: PART 3: THE THIRD FIVE

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What activities arestrategically important?



© 2015 COWAN+

01: BUSINESS MODEL TYPES

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1. INFRASTRUCTURE-DRIVEN

2. CUSTOMER SCOPE-DRIVEN

3. PRODUCT-DRIVEN



© 2015 COWAN+

Infrastructure-Driven

UTILITIES TELECOM COMMODITIESPG&ENational Grid

AT&TFrance Telecom

Archer DanielsDowCargill




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Scope-Driven

RETAIL BANKING CORP. LAW


AT&TFrance Telecom


Neiman MarcusToys ‘R UsHarrods

HSBCBank of America

Allen & OveryJones Day




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Scope-Driven

RETAIL BANKING CORP. LAW

Product-Driven

PACKAGED GOODS APP. SOFTWARE MEDIA


AT&TFrance Telecom


Neiman MarcusToys ‘R UsHarrods

HSBCBank of America

Allen & OveryJones Day

NestleUnileverPepsico

TwitterFacebookEA

Conde NastMGM




© 2015 COWAN+

01: BUSINESS MODEL TYPES- IMPLICATIONS

EXAMPLE AREA INFRASTRUCTURE-DRIVEN

SCOPE-

DRIVENPRODUCT-

DRIVEN

Sales Process:Highly standard or flexible?

relativelystandardized

relativelyflexible

(ideally Channelsells)

Pricing & Packaging:Highly standardized or customizable? relativelystandardized relativelycustomizable relativelystandardized

Customer Support:How systematic vs. customized?

relatively systematicrelativelycustomized

relativelysystematic



© 2015 COWAN+

01: KEY ACTIVITIES

Which activities are strategic? Which assets are strategic?

?

Key

Activities

Key

Resources



© 2015 COWAN+

01: KEY ACTIVITIES

Which activities are strategic? Which assets are strategic?Key

Activities

Key

Resources

Curriculum Development

Student Development

School Programming

Volunteer DevelopmentDonor Development



© 2015 COWAN+

01: KEY RESOURCES

Which activities are strategic? Which assets are strategic?

Track Record

Facility

Donor Relationships

CurriculumVolunteer Base

Key

Activities

Key

Resources

Curriculum Development

Student Development

School Programming

Volunteer DevelopmentDonor Development



© 2015 COWAN+

02: PROCESS DESIGN- NOT LIKE THIS

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© 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

NVA: Non-Value Added Time (‘wasted time’) >> ELIMINATE

BVA: Business-Value Added Time (‘paperwork’) >> MINIMIZE

RVA: Real Value-Added Time (‘work’) >> MAXIMIZE



© 2015 COWAN+

02: WORKING KEY ACTIVITIES- PROCESS INVENTORY

Key Activities

FunctionalProcesses

Sub-Processes

PROCESSINVENTORY



© 2015 COWAN+

02: THE INPUT- A HALLWAY CONVERSATION

PROJECTLEAD

“Then what happens?” “If they’re a possible fit

but not this year or notuntil we’re doingsomething in particular, Imark them as notqualified yet but make a

note to myself to call them back.

If they’re not for us, Imark them dead.

If they look good I put

them on my priority list.

EXECUTIVEDIRECTOR



© 2015 COWAN+

02: LAYERING STORIES ONTO PROCESS

Story Test

1: “As a donor manager, I want to

record the Lead qualifications so myselfor someone else can readily follow upwith them on relevant next steps.”

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??: Notion- would it be useful to record the URL if it’s online?

?: Place to make notes? If so, just one for general, or somekind of prompt or relationship to other items??: 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 fundyear/fiscal year starts? Size of typical donation?

“As a donor manager, I want to record the prospect’s qualifications so I understand ifand how I should progress with them.”



© 2015 COWAN+

02: THE INPUT- A HALLWAY CONVERSATION (II)

PROJECTLEAD

EXECUTIVEDIRECTOR

“Anything else on DonorDevelopment? What else has toget done in the process?”

“Well, we want torecognize the donations,let them know ourappreciation. With thenew folks and scaling, wesometimes drop the ball

on that, which we justhave got to fix.”

“What do you typically do forrecognition?”

“Minimum, we send anemail. For the really bigones, I send a hand-

written note.”



© 2015 COWAN+

02: LAYERING STORIES ONTO PROCESS

Story Test

1: As the donor manager, I want toquickly understand the donor and their

contribution so I can follow upappropriately and without additional

research.

Make sure the donors name and address (email and/or streetaddress) is clearly visibleMake 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 whatother details might be pertinent?

1: As the DM, I want to record when andhow I followed up so that I can review

that in the future and anyone who’s

dealing with the donor can easily see this for account visibility.

If the follow-up is written, make sure there’s an easy way toattach it and association it to the donor and donation

If the follow up is an email, make sure it’s logged in the samefashion

… …

“As the executive director, I want to follow up a donation with a personalized responseso we show our appreciation and develop the relationship.”



© 2015 COWAN+

03: VALIDATING PROCESSES- DONOR DEVELOPMENT

PROBLEM SCENARIO CURRENTALTERNATIVE

VALUE PROPOSITION VALIDATIONCRITERIA

Implementing learnedbest practices on

account development

tasks & keeping thosealigned with corporateobjectives



© 2015 COWAN+





account development




The Salesforceimplementation will help

with best practice sales

and time managementwith structure andautomation around taskslike-* lead scoring to

prioritize calls* simple creation of

follow-up’s and related



© 2015 COWAN+





account development




The Salesforceimplementation will help

with best practice sales

and time managementwith structure andautomation around taskslike-* lead scoring to

prioritize calls* simple creation of

follow-up’s and related

0 Day: DM inputs last 5prospects; they go into

fields as designed

without additionalsupport or questions

30 Day: login’s on atleast 18 working days

90 Day: ?



© 2015 COWAN+




Implementing learnedbest practices onaccount development




The Salesforceimplementation will helpwith best practice sales

and time managementwith structure andautomation around taskslike-* lead scoring toprioritize calls

* simple creation of

follow-up’s and relatednotices to help prioritizework

90 Day: Definitive resultson sales executionagainst strategic market

plan+ Result: 80% newgrowth is in Accounts

types in target segments- Result: Most growth isnot in target segments

and the underlying

reason can be identifiedin Opportunity post-mortems



© 2015 COWAN+

03: THE INPUT- A HALLWAY CONVERSATION (II)

PROJECTLEAD

EXECUTIVEDIRECTOR

“Anything else on DonorDevelopment? What else has toget done in the process?”

“Well, we want torecognize the donations,let them know ourappreciation. With thenew folks and scaling, wesometimes drop the ball

on that, which we justhave got to fix.”

“What do you typically do forrecognition?”

“Minimum, we send anemail. For the really bigones, I send a hand-

written note.”



© 2015 COWAN+


PROBLEM SCENARIOCURRENT

ALTERNATIVE VALUE PROPOSITIONVALIDATION

CRITERIA

Consistently recognizingdonors (for longer term

relationship

development)



© 2015 COWAN+




CRITERIA


relationship

development)


automation

The Salesforceimplementation will

automate recognition

and track it for account& sales management.



© 2015 COWAN+




CRITERIA


relationship

development)


automation

The Salesforceimplementation will

automate recognition

and track it for account& sales management.

0 Day: DM inputs sampleopportunities (with test

addresses); the

recognitioncorrespondence postsas expected30 Day: ClosedOpportunities are

receiving recognition asexpected and this is

visible90 Day: Donors areinvolved; Donations areup



© 2015 COWAN+

03: SCORING WINS

Key Activity 1

Key Activity 2

Key Activity 3

…Key Activity n

Problem

Scenario +

Alternative +

Your Ideas onPropositions



© 2015 COWAN+

@cowanSF

[email protected] in touch!

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