global cloud transformation: setting the stage for success

Global Cloud Transformation: Setting the Stage for Success

The AgileEnterprise

2

The AgileEnterprise

join the agile conversation www.bluewolf.com

introduction

Making a strategic move to the cloud means

companies need to be prepared for a new

way of thinking and operating. Moving to

the cloud isn’t—and shouldn’t be—business

as usual. It’s a switch that demands fresh

attitudes in defining what an implementation

is and a completely new way of working. A

global cloud transformation can be complex

and overwhelming for a company that is not

adequately prepared. To achieve success, it is

imperative that the technology aligns with both

a clear executive vision and crucial business

processes. Equally as important, the company

needs to commit to a change strategy

that enables everyone, from executives to

individual users, to engage the new system and

understand its role within the organization.

Bluewolf has a proven methodology that

enables enterprises to set the foundation for

real change and ultimately achieve success.

Best practices, developed over a decade of

helping hundreds of companies with complex,

global implementations, provide a validated

roadmap to achieving company goals with

the cloud.

cloud technology and the agile enterprise

Cloud computing has the potential to

promote significant cultural changes across a

global organization. By moving to the cloud,

executives are embracing a vision that the

old way of doing things is not an effective

strategy to keep up with the pace of change in

today’s business environment. Cloud-based

platforms ultimately offer a more flexible

and scalable way to meet today’s business

challenges (vs. on-premise solutions). Because

cloud technologies have removed many of the

burdens of ongoing hardware and application

maintenance costs, IT departments are freed

to focus on business innovations that can

ultimately fuel company growth.

But without a broader company change,

the benefits of the cloud will not be

realized. Success is dependent on making

a commitment to become a more agile

enterprise. An agile enterprise not only

embraces flexible technology, but also

establishes processes that promote

continuous innovation, leaves room for a little

chaos, guides users to embrace change and

collaboration, and leverages a multi-sourcing

resource strategy to match ongoing innovation

to the pace of business (something Bluewolf

calls an “ elastic workforce”). Transitioning

to the cloud is not a single project, but an

iterative journey that must include a method

to execute, measure, and sustain innovation

within the organization.

“We can view market share for any given product, and we can track product tests. It almost goes without saying that the Gates senior leadership team has embraced the reporting capabilities of Salesforce and is eager to continue to use it as a solution for navigating our commercial sales interests.”Karl Moritz, Senior Vice

President Global End-Market

Strategy, Gates Corporation

Characteristics of an Agile Enterprise

Promotes continuous innovation

in processes.

Leaves room for a little chaos.

Trains people to embrace change and

collaboration.

Remains iterative through elastic

resources.

Embraces flexible technology.

3join the agile conversation www.bluewolf.com

common global cloud implementation challenges

Global cloud implementations present

enterprises with unique challenges that add

complexity and scale to any typical cloud

implementation. After more than a decade of

experience helping thousands of companies

implement successful cloud projects, Bluewolf

has identified common challenges unique to

global transformations:

Siloed operations and platforms

Though a company may be global, many

of its international business units and IT

departments operate autonomously. Multiple

applications and tools, used for the same

purpose across the globe, make it impossible

to get a holistic global view of the business

from a reporting perspective. This reliance on

legacy systems can complicate integration,

and is especially true when the company has

grown by acquisition. A critical step before

Company

Based in Denver, Colorado USA, Gates Corporation

is a world leader in industrial engineering and

manufacturing. The company employs over 14,500

staff and has operations in all of the world’s major

markets, including North and South America, Europe,

Asia, Australia, and the Middle East.

Challenge

Because of an inability to efficiently generate metrics

on customer interactions, sales personnel could not

easily view the status of leads. This deficiency delayed

the time it took to close many deals. Gates wanted

to standardize global reporting and metrics for five

different regions (Northeast, Middle East, South

America, Asia and Europe) while giving regions ability

to customize processes.

Implementation strategy

Gates Corporation decided to deploy Salesforce

globally. Using a Bluewolf Blueprint, the company

gained a clear vision of requirements, timelines,

and costs. Bluewolf began by deploying Salesforce

in one region at a time, with each region building

out customized processes that matched local

requirements. To ensure the success, Bluewolf

deployed pilot tests within each region before bringing

the entire region online. In addition to customizing

Salesforce for the needs of each region, Bluewolf also

transferred all of the data from the previous CRM

solution used by Gates and coordinated on-site, end-

user training localized for each country.

Languages Deployed

English, Spanish, German, French, Italian

Number of Currencies Deployed

Thirty-six

Results

Gates improved efficiency at managing and following

up on leads, which led to the ability to close proposals

more quickly and generate increased revenue.

Because managers can now see how well sales reps

pursue leads, Gates created a follow-up incentive

program, and, since that time, the effectiveness of

prospect follow-ups has improved greatly. Gates

leadership has recognized the value of Salesforce to

the extent that the team has re-purposed the global,

internal, and professional sales training program

to not only include onboarding to the solution, but

positions Salesforce as the centerpiece of their sales

reporting strategy.

Global Cloud Case Study


embarking on a broader, global rollout is to

clearly communicate a vision and collaborate

with appropriate stakeholders.

No clear goals

Along with communication and collaboration,

some companies establish vague goals for

technology projects such as “a 360-degree

view of customers” or “more visibility into

sales pipeline.” But without defining a clear

set of measurable business objectives and

their corresponding strategies, it is difficult

to build the right supporting processes. It is

not uncommon for there to be misalignment

between the overall goals expected by

corporate, and the specific strategies,

activities, and key metrics employed by

different regions and business units. Lack of

leadership alignment around key business

goals and how each business unit will measure

and achieve them, is a major reason why

global cloud implementations fail to produce

impactful results.

Cultural differences

From simple communication methods to

distinctions on how each region trains and

adopts new technology, regional distinctions

can have a more profound effect than many

companies realize. For example, though leader

rankings and dashboards effectively promote

adoption in the United States, they may not

translate as well in Japan where goals are

always set at a group level rather than an

individual one. These issues tend to be the

result of not taking the time to effectively

gain buy-in at the beginning of the initiative,

across the global organization. Additionally,

there are the more tangible differences in

language, currency, security, and compliance

that companies may not review and plan for

during the initial phases. Cultural differences

can be a major reason why global cloud

implementations fail if they are not taken

into consideration.

Time zones

If regions need to work together and

collaborate toward a common goal, then

time zones become a barrier to getting

the work done. A team in Brazil may have

to wait for a response from a team in the

United States that is five hours behind. Also,

many companies underestimate how much

on-site work is needed for a global cloud

project to be successful. Cutting costs in

this area may not be effective because it is

often the relationships that are built during

implementation that drive how the project will

fare beyond go live.

Data migration

This is a major issue even for single regional or

business unit cloud implementations. When

a company looks at a global implementation,

data migration becomes increasingly complex,

including data in multiple languages, different

address formats, disparate data sources, and

the quality of the data. Compliance around

data quality within specific regions can also

complicate global cloud implementations.

Since data is the foundation for any cloud

application, it is imperative that data

migration and ongoing management is

considered upfront.


global cloud implementation best practices

Along with common challenges identified

from helping clients with global cloud

implementations, Bluewolf has developed a set

of best practices that have been proven to set

the stage for success:

Establish clear goals and metrics

Why is the organization moving to the

cloud globally? What business goals will the

technology support? The more specific the

goal, the easier it will be to design processes

that support it. For example, a goal to increase

revenue by 10 percent within two quarters is

very specific. As one strategy, leadership could

agree to focus existing sales reps on cross-

Should your company leverage a single instance of

Salesforce or implement a multi-instance strategy?

Throughout our 12 years in this ecosystem, we have

established a point of view that there is no one-size-

fits all approach. It is critical to step back and look

at your organizational processes, objectives, and

culture holistically before determining how to roll out

a global footprint. Below are some decision criteria to

consider:

Organizational Structure

Is the enterprise currently centralized or

decentralized, and will this change in the near

future? In terms of technology, are the backends

centrally controlled? Detailed analysis of operations

is critical, especially for companies that grow

through acquisition.

Global Reporting Requirements

Having a single org makes it easier to generate a

360-degree view of customer data, forecasting,

and real-time executive reports. It is still possible to

establish global reporting under a multi-org approach,

however master data management strategies become

increasingly important and additional work is needed.

Business Process Synergy

When business units share similarities between

products and sales processes, a single org approach

can deliver operational efficiency and visibility.

However, mandating standardized processes globally

can be challenging, as it requires not only evaluating

and prioritizing real business drivers, but also strong

change management to transform behaviors.

Collaboration Needs

When a common customer exists, leveraging a

single org can make it easier to share data between

geographies and segments, achieve company-wide

collaboration with applications like Chatter, and better

align marketing, sales, and service processes. In cases

with geographically segmented customer bases or

business lines that don’t need to cross-sell, they can

autonomously operate in multiple orgs.

Flexibility

Agile custom development with Salesforce is easier

with the multi-org approach since there is direct

regional control. Not only can different groups

use different editions, but there is also no risk of

impacting other business segments, so less time is

spent gaining buy-in. A single org requires a strong

globally focused governance strategy and changes to

modules, fields, and workflow must be agreed to by

and/or communicated to all business units.

Data Concerns and Admin Capabilities

Regulatory compliance, data security, storage, system

integration, and even sheer data volume can all

impact the ideal choice in org structure. Company

culture also plays an important part. If an enterprise

is driven centrally from a global headquarter, a single

management hub or administrative strategy may be

preferred. If the company operates with more regional

autonomy, an approach that provides localized

control might increase the administrative burden, but

ultimately make a company more responsive.

Salesforce: Single vs. Multi-Org?


and up-selling opportunities. Technology

and processes can enable this strategy

by highlighting such eligible customers.

Additionally, by making the right KPIs visible

via real-time dashboards, leaders can

effectively coach the activities and behaviors

that dictate success towards executing the

sales strategy.

Understand the enterprise

How does the whole organization operate?

Centralized or decentralized? How do

the regions operate, and on which tools

and systems do they rely? What are the

regional needs and how do those differ from

corporate’s needs? A clear understanding of

how the enterprise operates globally helps

define a method to execute. Contrary to

the methods of traditional consulting firms,

Bluewolf does not recommend organizations

move their entire enterprise to the cloud in

one big-bang approach. Instead, we advise

adopting an iterative process by which more

and more valuable systems or functions are

migrated. Developing a roadmap of what

can move and when, will help define this

new journey of operating in the cloud. The

plan might also include ancillary factors for

What Is Cloud Governance?

Put simply, cloud governance is the policies, processes, and framework for

continuing to innovate on live global cloud applications. The objective is to

establish global system stability and to ensure changes are made rapidly with

clear business benefits.

The Importance of Cloud Governance

Without cloud governance, the organization will strain to keep pace with user

requests, adoption, market shifts, and new releases. A governance strategy can

help your company create an established method to filter and prioritize change

requests to ensure that they deliver global business value.

The Role of IT

Enterprise IT departments are generally process and quality experts, and it

makes no sense to take away what IT does well. Instead, the conversation

should be about adapting traditional governance strategies to leverage the

unique benefits of global agile cloud development. Cloud governance is unique

from traditional governance models in its ability to encourage IT to partner with

business leaders and innovate at the pace of business.

The Role of Business

The business plays an equally important role. Since they are customer facing,

they provide the context for business users and lead efforts to innovate in ways

that produce employee and customer value. Leaders work together to define

clear, measurable goals and help communicate the importance that the cloud

and deployed processes play in driving organizational value.

The Governance Board

Key to successful cloud governance is the establishment of a global

governance board. The board is comprised of both executive and regional

departmental stakeholders. Executive stakeholders work on high level

innovation and strategy, while departmental stakeholders ensure

enhancements are value-added.

The Case for Global Cloud Governance

The pace of business change combined with the rate of innovation that cloud technology brings to market,

means that the vast majority of companies may only realize a subset of the benefits promised. For a more

in depth look into Bluewolf’s unique approach to cloud governance, please review our white paper, Cloud

Governance: Empowering Innovation at the Pace of Business.


example, considering new types of devices

since many users operate off-site.

Communicate, communicate, communicate

Any change can lead to confusion. Build a

strong business case to get buy-in at the

highest levels and this support will help mute

any broader cultural resistance in the long

run. The CFO must be educated on a shift that

reduces capital expenditure, but necessitates

a stream of operating expenditure. The IT team

must be involved in the process of assessing

workloads and workflow, and helping to select

partners. Legal counsel might need to be

consulted on service-level agreements or

data privacy and protection. Procurement will

have to be educated about the very different

needs with regards to IT spending, both

upfront and ongoing.

Create a Cloud Governance strategy

First, companies need to ensure that there

aren’t breaches to rules or laws under which

they operate. With the cloud, a common

concern for global companies is around

compliance regarding how data may travel

into other countries or regions or where

certain levels of privacy need to be protected.

Second, companies need a framework

for making decisions and a process for

executing against those decisions quickly.

Cloud technology offers an infinite amount

of possibility and changes available to users,

which can quickly get out of hand on a global

scale. Cloud Governance establishes rules for

how to set priorities for enhancements or

changes to the technology based on the value

that change brings to the global business.

Put the right team in place

Talent is a huge factor in determining the

success of any global cloud implementation.

What talent is needed to fill key roles?

Successful rollouts require a dedicated system

administrator, project managers, business

analysts, developers, stakeholders, and other

key roles to support the application. A flexible

team that can objectively operate inside

and outside the organization, and offer new

insights and skill sets can be the difference

between unforeseen events and keeping

costs down.

Define change management

It is critical to win the support of end-users.

With strong education and coaching programs,

advocacy can be built from the ground-up.

Determine the best training methods based on

cultural preferences, languages, and regional

needs. Users in Canada may prefer e-Learning

modules whereas users in Europe tend to rely

on classroom training. It is a good idea to hold

round tables with power users and top team

players to decide how consistent changes and

training will be communicated.

summary

More companies are looking to the cloud to

take efficiency and competitive advantage to

the next level. A decision to implement cloud

technology across the globe means the entire

enterprise must be prepared because the

challenges can be complex and overwhelming.

Technology alone is never the answer, but

when technology aligns with crucial business

processes, a fundamental shift in business

occurs. Bluewolf’s experience, proven

methodology, and focus on agile business

processes enables global enterprises to

achieve transformational success and beyond.

why bluewolf?

When undertaking a global

cloud initiative, it’s important

to work with a company that

has experience. For over a

decade, we’ve been delivering

on the promise of the cloud,

bringing agility to the most

competitive companies around

the world. As the only salesforce.

com partner in the world with

Platinum Consulting status on

three major continents, we can

provide enterprises with 24x7

global coverage and deeper

local expertise across America,

Europe, and Asia Pacific. Our

global clients work with us

because we:

Are dedicated to driving

transformation across an

enterprise’s culture and

processes—not just the

technology.

Thrive on transparency,

accountability and agility—

we flex with your needs.

Apply new, yet proven,

processes across the

customer lifecycle, and use

efficient team models to

reduce resources.

Are a pioneer in offering

multi-resourcing models

as one global partner

for consulting, managed

services, and IT staffing.

Offer Bluewolf Beyond, a

program to help manage

change and innovation post

go-live.

Have built the strongest

change strategy, eLearning,

and training organization in

the industry by focusing on

user-driven innovation

that matters.