The client is a global company, one of the oldest in the business of optical solutions. They are a leading manufacturer of contact lenses and have three business lines – vision care, surgical and pharma.
The company decided to implement Salesforce across four regions that they operated in --North America, EMEA, APAC and ANZ. The plan was to roll out Salesforce globally, as quickly as possible. They wanted to implement Salesforce to enhance the productivity and effectiveness of their sales organisation.
The company had first to figure out how to go about the implementation and global rollout. The key questions that came up were:
- Should we use a single Salesforce org or a separate org for each country?
- How to plan and execute the design, implementation and roll out to each country, efficiently and cost-effectively?
- If we chose a single org, how do different partners work, simultaneously, without impacting each other's work, throughout the development, testing and deployment cycle?
- How do we ensure that the adoption and effective use of Salesforce is not compromised?
- What should the company do to ensure exemplary governance post-implementation?
As a first step, given the size and scale of the CRM rollout planned, we created two governing committees. One comprised of the client's leadership and technical experts, and the other one was from Lister. The former was a steering committee to strategise and oversee the program. Lister, on the other hand, focused on the design and technical governance and was responsible for defining all technical guidelines, architectural consideration and rules to follow.
The following critical decisions were taken after discussions and deliberations by both the committees.
- We decided to go with one Salesforce org for each of the business line across the globe with separate development, QA and production environments
- We decided to formulate and have a standard global template for each BU and formulate customised guidelines and norms for each country, based on need. Any deviation from the norms would require the design team's approval.
- We standardised how information from ERP’s would finally be transformed and loaded into Salesforce by creating intermediate loading objects – as there were three different ERP’s being used by them across countries.
- A very well defined process governance was established for development, testing and deployment to production.
There were 22 implementations handled by Lister, across the ten countries. All of this was completed in 18 months.
- Thanks to the approach, the average time taken for each country rollout was between 4 and 8 weeks, depending on the level of customisation required for each country.
- The global rollout was seamless, and we had no significant issues.
- This Salesforce rollout was considered to be one the client’s best- managed and delivered IT projects, in terms of speed, quality and governance.
- The strict governance enabled multiple development teams across the globe to work simultaneously on the same org, without impacting anyone else.
Post-implementation, Lister became this company's partner for ongoing global support for enhancements and additional requirements. This included all regions NA, EMEA, APAC and ANZ.