Chatter Deployment Strategies

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Chatter Deployment Strategies Andi King, salesforce.com Jan Milden, Honeywell Shaun Baker, BMC Software Matt O'Connor, salesforce.com Administrator Track

description

Looking for Chatter deployment best practices? Great—You're in the right place. Join us as we discuss the most effective strategies for rolling out Chatter, highlight customer deployment success stories, and help you avoid common pitfalls. In short, in just 60 minutes this session will ultimately ensure that your Chatter roll out is wildly successful.

Transcript of Chatter Deployment Strategies

Page 1: Chatter Deployment Strategies

Chatter Deployment Strategies

Andi King, salesforce.com

Jan Milden, Honeywell

Shaun Baker, BMC Software

Matt O'Connor, salesforce.com

Administrator Track

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Safe HarborSafe 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, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with 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-Q for the most recent fiscal quarter ended July 31, 2011. This 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.

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http://www.youtube.com/watch?v=tdqoQ0zL7GQ&feature=player_profilepage

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Andi KingCustomer Success Manager

salesforce.com

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Session Objectives

Identify key implementation steps for a successful Chatter deployment

Discover unique strategies used by other customers

Identify common challenges and ways to avoid them

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“If you build it, they will come”

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• Define the business problem / opportunities to address • Consider the current landscape when defining use cases1. Use Case Identification

• Identify the necessary roles / responsibilities• Team members should include project roles and ongoing support 2. Define the Team

• Communication planning, sponsor and evangelist engagement • Define user guidelines – dos and don’ts 3. Change Management

• Determine the approach and media• Focus on the ‘why’ more than ‘how’, the technology is relatively simple4. Training

• Develop adoption campaigns and ongoing communications • Adoption requires ongoing nurturing that should be planned for5. Adoption Planning

• Define the approach for supporting users and moderating use • Support effort will vary based on number and savvy-ness of users 6. Support / Moderation

Key Implementation StepsPlanning Your Chatter Deployment

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Jan MildenSenior Manager

IT Business Process Enablement

Honeywell

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All About Honeywell

Company Overview• Fortune 100 company that invents and manufactures

technologies for areas such as safety, security and energy

• 122,000 employees worldwide• Composed of four SBGs: Aerospace, ACS,

Transportation and Specialty Materials

Salesforce Implementation highlights for SM• SM: 1,300 SFDC Users, Enterprise license• Deployed Chatter Beta in May 2010 • Just completed a major project to convert a key SBU

to Salesforce from a legacy CRM system (800 users)

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Shaun BakerIT Senior Manager

BMC Software

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All About BMC Software

Company Overview• BMC Software, Based in Houston, TX• $2.07bn/yr Revenue, ~8500 employees• Global Footprint

• Development Centers in Houston, Boston, Israel, Pune, San Jose

• Global Sales Offices• Large work-at-home Population

• Major Datacenters in Pune, Phoenix, Houston

salesforce Implementation highlights• 1933 Unlimited Edition Users• 6727 Chatter-Free Users• Salesforce roll-out started 1/27/09• Chatter roll-out started 3/15/11

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Inside BMC Software

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Matt O'ConnorDirector, Collaboration

and Social Media

salesforce.com

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All About salesforce.com

Company Overview• 5,300 employees, HQ in San Francisco, CA • Revenue: $1.7 billion• CEO: Marc Benioff

Salesforce Implementation highlights• Enterprise wide deployment to > 5,000+ global

employees • Almost all major business processes are automated:

Sales, Support, Marketing, etc.• Greater than 25% of users contribute daily • Chatter User Influence actively measured and

recognized • More than 6,000 groups • Live for 18+ months

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Questions & Answers

Andi KingCustomer Success Manager

Jan Milden Sr Manager , IT Business Process Enablement

Shaun Baker

Matt O'Connor

IT Senior Manager

Director, Collaboration and Social Media

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Remember, the experts said:

“If you build it, they will come…” DOES NOT WORK. People need a compelling reason to adopt yet another tool.

Leadership by example has been the most effective adoption strategy for Honeywell SM.

Determine what you want Chatter to do for your organization and build a consistent message around that theme.

IT can’t do it all. Engage organizational core-competencies to achieve success.

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Chatter Deployment Strategies

Andi King, salesforce.com

Jan Milden, Honeywell

Shaun Baker, BMC Software

Matt O'Connor, salesforce.com

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