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SUCCESS – GETTING STARTED ❖ SUCCESS – RELEASE READINESS

WEATHERING THE STORM OF

CHANGE MANAGEMENT

YOUR HOSTS!

Facilitator

Terry Harlan

Customer Success

Moderator

Larry Valeriano

Customer Success

YOUR HOSTS!

Facilitator

Tom Nepa

Customer Success

Moderator

Randy Miller

Customer Success

SAFE HARBOR

Safe harbor statement under the Private Securities Litigation Reform Act of 1995:

This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.

The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.

Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.

AGENDA

15 min Kick-off and Introductions

60 min Presentation and Discussion

5 min Wrap-Up and Survey

How to get the most out of this session:

Participate in Discussion - Q&A and sharing experiences is the value of this format

Speak-up - Ask questions, share ideas, and participate

Use “GoTo Meeting” Tools – Do a virtual “Raise-your-hand” or Comment in the Chat window

Be aware of Background Noise – Mute yourself as needed

OBJECTIVES

� Learn the framework for Change Management success

� Explore Change Management strategies

� Enlist key stakeholders to govern Change

� How to ensure Change adoption

Technology

Process

People

DeliveringChange

Management

INTRODUCTIONS

� Who are you, company profile, industry, etc. ?

� What is your role as a Salesforce Stakeholder?

� How long has your Company been using Salesforce and what is approx. number of licenses?

� What brings you here?

- Top 2 change management related questions

Technology

Process

People

DeliveringChange

Management

Open Mic. Time

WHY IS CHANGE MANAGEMENT IMPERATIVE?

Constant Salesforce Innovation

Your Business is evolving

Limited resources

Often folks resist change

“The secret of change is to focus all of your energy,not on fighting the old, but on building the new.”

–Socrates

COMMON CHANGE MANAGEMENT QUESTIONSWhat are yours?

How can I balance countless asks for customizing Salesforce?

How can I handle conflicting priorities for Salesforce customizations?

How can I break down silos and collaborate across functions?

Will change management slow us down?

Can change management support innovation?

Where do I start?

Intake

� Consolidate� Assess� Prioritize

� Executive Sponsor� Champions� Steering Teams

� Training Strategies� Other

Considerations� Communications

Process Governance Adoption

� Chatter� Cases/Custom Objects� Ideas

FRAMEWORK FOR CHANGE MANAGEMENT SUCCESS

Chatter Group Cases/Custom Objects Ideas

INTAKE STRATEGIES Get away from inbound calls & emails!

Engage all your communities online

Bubble the best ideas to the top

Spark conversations around ideas

Use Record Types

Collect informationon the record

Report on requests

RELEASE MANAGEMENTSteps for Defining & Delivering Releases

Governance

PROCESS: AN INHERENT FLOW

13

APPROVALCriteria to Determine Priority

• Business Need – ROI

• End User Impact

• Support & Maintenance Impact

• Business Level of Effort

• IT Level of Effort

• Urgency of Request

Business IT

Admins Others

Intake (request funnel)IDENTIFY Sources of Requests

ASSESS & PRIORTIZE Centralizing Change Requests

Combine

Assess

Clarify Intent

Define

Need

Identify Impacts

Assess & Prioritize

Identify

Approve?

Release

PROCESS: PRIORITIZATION EXAMPLE Use as a simple framework or build into an object for user input

CriteriaBusiness Priority Measurement Request

AssessmentHigh (3) Medium (2) Low (1)

Business NeedDrives Revenue and

Reduces CostsDrives Revenue or Reduces

CostsDoes Not Drive Revenue or

Reduce CostsHigh (3)

Urgency of Request

Required within the next 30 – 45 days to

enable a business process

Required within the next 46 – 90 days to enable a

business process

Not required within the next 90 days to enable a business

processMedium (2)

Low (3) Medium (2) High (1)

End User Impact

Will Minimally Impact End Users

Will Moderately Impact End Users

Will Significantly Impact End Users

High (1)

Support Impact

Will Minimally Impact Support

Will Moderately Impact Support

Will Significantly Impact Support

High (1)

Level of Business Effort

Requires Less Than 8 Days of Business Work

Effort

Requires 9 - 20 Days of Business Work Effort

Requires More Than 20 Days of Business Work Effort

High (1)

Level of IT Effort

Requires Less Than 7 Days of IT Work Effort

Requires 8 - 21 Days of IT Work Effort

Requires More Than 21 Days of IT Work Effort

High (1)

GOVERNANCEOne common goal

Executive Sponsor

• Sets b vision for Salesforce

• Evangelizes across the enterprise

• Sets priorities and steers team decisions

• Drives yearly budget and staffing

• Final issue/escalation point

Champions

• Frees Admins time for strategic projects

• Helps you gain user insights

• More “go to” resources for users

• Key stakeholders to increase adoption

• Recognize high achievers & career development

Steering Team

• Leads & manages Salesforce initiatives

• Plans and executes the Salesforce roadmap

• Provides resources and prioritization

• Resolves conflicts

• Executes business level changes

GOVERNANCE: EVOLUTION

Team of Few

TODAY - Managing up, while trying to keepusers happy

Leadership & Champions

FUTURE – Enlist active Executive Sponsorship and Champions

• Executives (top down) • End users (bottom-up)

Cross-Department / Business Unit

SCALE - Based on company complexity, number of users and unique needs

• Steering Team• CoE Team• Change Control Team• Champion Network

Path to governance success

Types Responsibilities

Executive Steering Team

• Governs Initiatives, Reviews, Drives Consensus and Resolves Conflict

• Leads and Approves Roadmap (Schedules and Priorities)

Center of ExcellenceTem

• Leads and Manages Salesforce Initiatives and Resolves Conflict• Plans and Executes the SFDC roadmap (Schedules and Priorities)

Change Control Team(w/Business)

• Executes business level changes under direction of Center of Excellence

• Makes roadmap recommendations to Salesforce Governing Board via Center of Excellence

Champions/Advisory Board

• Reviews proposed changes and provides feedback• Serves as “New Initiatives” Champion

GOVERNANCE: TEAMS DEFINED Scale based on unique governance needs

ADOPTIONDriving change

Training Strategies� Focus on “why” and “what” vs. “how”

� Need clear message of WIIFM

Training Considerations� Audience – Users, Evangelists, Sponsors

� Train-the-trainer

� Suggested training curriculum

� Classroom, Web-based Training/recordings

� Newsletter Communications

Communication � Chatter

� Home Page Messages & Alerts

� FAQs, Videos, Quick Reference Guides, Tip Sheets

KEY TAKEAWAYS� Action: Build your “Governance” team

� Share: Give back to the ecosystem by returning Circles!

� Pay it forward in your organization:

� Establish a schedule/agenda

� Enable a method for users to provide feedback

AVAILABLE RESOURCES Key Resources

Implementing Change Management with Salesforce

Implementation Guide

Getting Started Workbook

5 Steps to a Successful Implementation

Additional Resources

Achieve More: Change Management Strategies for Ongoing Success

5 Questions to Ask Before Beginning a SalesforceImplementation

Follow These 8 Questions for a Great SalesforceImplementation

Getting Started set-up series webinars & videos

WE HELP YOU NAVIGATE THE WEALTH OF SALESFORCE RESOURCES

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Premier + Administration Services Our admins under your direction

Lifelong Success Plan

Adoption WebinarsLive interactive sessions with adoption experts

Getting Started CommunityCollaborate with application experts

Circles of SuccessSmall group best practice sessions with customers and Salesforce experts

Getting Started ResourcesVideos, in-app walkthroughs & webinars to get you started right

Basic TutorialsHow-to Videos

Getting Started WorkbookStep by step guide to plan your implementation

Enhance your team’s skills while solving key business challenges

Specialists provide hands on guidance

Develop best-practices proficiency

Focused on meeting your KPI’s

AcceleratorsFast, focused engagements that speed business results

Recommended Accelerator

Introduction to Governance: Reduce costs, minimize operating costs

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Additional Resources

26

Governance – Team Structures

Salesforce Steering Team

- Governs Initiatives, Reviews, Drives Consensus and Resolves Conflict

- Leads and Approves and the Roadmap (Schedules and Priorities)

Salesforce Champions Team

- Reviews Proposed Changes and Provides Feedback

- Serves as New Initiatives Champion being Implemented in the Field

Team Types- Suggested Roles &Responsibilities

27

Governance – Scaled

Salesforce Executive Steering Team

- Governs Initiatives, Reviews, Drives Consensus and Resolves Conflict

- Leads and Approves and the Roadmap (Schedules and Priorities)

Center of Excellence (CoE) Team

- Leads and Manages SFDC Initiatives and Resolves Conflict

- Plans and Executes the SFDC roadmap (Schedules and Priorities)

SFDC Champions Team

- Reviews Proposed Changes and Provides Feedback

- Serves as New Initiatives Champion being Implemented in the Field

Change Control Board (w/ Business)

- Executes Business Level Changes Under Direction of CoE

- Makes Roadmap Recommendations to SFDC Governing Board via CoE

Change Management: Process Flow (Example)

SF

DC

Us

er

SF

DC

Ad

min

Ch

an

ge

Co

ntr

ol

Bo

ard

IT

Submits

change

request

Reviews

requestApproved?

Determines

release

timeframe

Analyzes

request and

timeframe

IT required?

Configure

feature/

functionality

Sandbox Environment

Sandbox

required?

Configure

feature/

functionality

Production Environment

Notifies CMM

request

completedConducts

Testing

(end-user & IT)

Moves changes

to production

environment

Communicates

changes to

end-users

User notified

Plan

Scope

Large Enterprise Release Management

Program Management Charter - Stakeholder Management - Project Deliverables - Project Plan - Resource Management

Management of Change aka “MOC”

Requirements Development Validate ProductionUAT

Build Functional Testing

Systems Testing

Integration Testing

Performance Testing

Business sign-off Move to

Production

Business Developers End Users

Steady

State

Testers

Small Business Change Management

Identify Stakeholders

Determine test

environments

Utilize free tools

Clearly document steps

Require/Configuration Testing

Change Sets

Metadata API

Force.com IDE

Manual

Deploy

Load dummy data

End User Testing

Understand data inputs

and outputs

Chatter - Free Developer Edition - Trailhead - Milestones PM

Roadmap

Minor Releases

Major Releases

Break/Fix

Salesforce Releases

Simple

Difficult

Level of

Effort

Enhancements ManyFew

Change Requires…

LASTING

CHANGE

No Action

Supporting

Structure

and Process

Need

for

Change

Clear

Shared

Vision

Management

Commitment

& Behavior

People

Involvement

Performance

Measures

No Direction

No Role Models

or Chg Agents

No Ownership

No Systemic

Solutions

No Results

LASTING

CHANGE