Accenture: Enterprise Transformation Marsh’s Journey from Vision to Realization Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
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2 Megan Marshall Peter van Tilburg Senior Vice President Managing Director / Partner Marsh Accenture
3 Marsh is a global leader in insurance broking and risk management. Founded in 1871, it has more than 27,000 colleagues providing advice and transactional capabilities in more than 130 countries. Marsh is a wholly owned subsidiary of Marsh & McLennan Companies.
4 Accenture is a Leader in Salesforce Implementations Salesforce.com #1 Alliance Partner
• Driving salesforce.com’s largest transformational projects Forrester Wave ™: Salesforce.com Implementation Services, Q2 ‘13 • 5,000+ skilled professionals, 1,840 certified – double any competitor (as of Feb 28, 2015) • 1200+ enterprise Salesforce.com projects across 325+ different clients for all market sectors • 1.25 Million Salesforce seats • 9.6/10 client satisfaction • Up to 50,000 hours of Salesforce training annually • Armed with 200+ intelligent tools • Ability to deliver expertise and Salesforce skills in virtually every corner of the world • Named the Salesforce.com leader by Forrester Research, Inc., specifically noting that Accenture is best suited for transformational, complex, or global projects that change the business in a significant way
The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. 5 Accelerating Sales: Our Journey to Elite
6 The Case for Change: Why MarshForce? The Right Solution, The Right Time
MarshForce will streamline our processes by: . Standardizing client development and retention processes. . Creating one customer relationship management (CRM) system, allowing for access to more accurate and timely information. . Providing an easy-to-use common platform for colleagues around the world. MarshForce will help enable growth through: . Real-time information, empowering colleagues to seize revenue generation opportunities. . Greater collaboration across geography, product, and specialty lines. . Better management of time, tasks, and activities for clients and prospects.
MarshForce is a major investment in our people, providing the right tools to help achieve our aggressive growth aspirations.
7 Approach: Deployment Guiding Principles
Deploy a Global Core Solution that is ~80% consistent worldwide using a common set of tools and Standardize processes (i.e., the Rapid Delivery Toolkit) to drive deployment consistency and efficiency.
Countries that are deployed together will complete deployment activities for their Wave Consolidate collectively with defined representation from all countries involved within the Wave (e.g., only one set of requirements meetings will be conducted for all countries included in a Wave).
Sequence countries so that “global ambassadors” experience the value of the tool early and broadly Build Momentum endorse it – find strong leaders and obtain their support.
Some countries may require more organization adoption efforts than others – deploy to these Anticipate countries with enough time to give them the support they need to drive take-up and usage of Salesforce.com (i.e., do not sequence them at the end of the effort).
Coordinate deployment Waves to increase design, build, test, and data migration efficiencies Drive Efficiency while anticipating the need to effectively coordinate with the development of integrations and regular Global Core Enhancement Releases (e.g., potentially monthly releases).
Source: Accenture 8 Approach: Rigorous Delivery
25 Jan 1 Mar 8 Mar 15 Mar 22 Mar 29 Mar 5 Apr 19 Apr 26 Apr 3 May
Source: Accenture 9 Global DeploymentHigh-Level Progress Global Deployment Plan
12/09 1/10 2/10 3/10 4/10 5/10 6/10 7/10 8/10 9/10 10/10 11/10 12/10
Wave 1 Germany/Austria Wave 2 UK (Group 1) Bowring Legend Complete Wave 3 Japan In Progress – On Time Wave 4 Canada In Progress – Risk of Delay Wave 5 France In Progress – Delayed Not Started – Risk of Delay Wave 6 Belgium/Luxembourg, Netherlands Not Started – On Time Wave 7 Korea
Wave 8 Australia, New Zealand
Wave 9 Brazil Wave 10 UK (Group 2), Ireland
Wave 11 Greece, Italy, Portugal, Spain
Wave 12 Taiwan, Singapore, Asia Regional
Wave 13 Fiji, Papua New Guinea
Wave 14 USA Wave 15 Colombia, Mexico, Peru, Venezuela Wave 16 Israel, Middle East
Wave 17 Denmark, Norway, Finland, Sweden
Wave 18 China, Hong Kong/Macau
Wave 19 Argentina/Uruguay, Chile, Puerto Rico, Miami
Wave 20 CEE, CIS
Wave 21 Africa, India, Turkey Guam, Malaysia, Thailand, Snapshot: sample progress report Wave 22 Vietnam, Indonesia, Philippines Source: Accenture 10 Approach: Deploy the Global Core Resources
Global Resource Contribution Global Steering Global Solution Delivery Group Global Solution Development Program Management Global Engagement Program Global Manager Manager IT Lead Application Architect
Change Control Data & Comms Lead Training PM Global Data Ongoing Support Offshore Config Board Integration Lead Architect Team
Global Global Business System Release Deployment Org Adoption Data Analyst Offshore Config Release Architect Manager Analyst Lead Manager
Regional Resource Contribution
Business Leader Deployment Regional Project Functional Lead Regional IT DMG Lead Analyst (5) Manager (5) (6) Lead (6) (5) Change Control EMEA Board Regional Training Regional Comms Legend Deplmt Lead (6) Lead (5) Marsh Resource Support User Accenture Resource Advocacy Group Salesforce.com Resource
In-Country Resource Contribution
Country Country Business IT Lead UAT Coordinator Sponsor (Optional)
Requirement/Des Country Data Training Delivery Super Users ign Participants Specialist
Source: Accenture 11 It’s a Journey -- Lessons Learned from Deployment
• Leadership. Leadership. Leadership.
• Single sales process.
• Build a support network – champions network.
• Don’t over customise – keep it simple.
• WIIFM – change management.
12 Structure of the Team
Steering Define strategic and tactical Global Committee intent, review funding requests.
Champions Drive roadmap, develop plan, Global Product Management track and report, manage communications.
Identify regional opportunities, Change Control Screen, select, and User Council issues, risks and Board prioritize requests. validate priorities.
Manage change Manage technology and Regional deliverables and vendors, adoption, align to Global IT Coordinators conduct technical priorities, and assessments. screen requests. Track user adoption, Country Partner Provide domain and align to Coordinators Partners knowledge and priorities. technical expertise.
14 Approach: Global Champions Network Post go-live support is four-tiered
• Implements system changes, allocates licenses, assists with
very complicated process questions. IT champions would be Global engaged at this level. Team • Assists with more difficult questions, data cleansing/migration, user adoption, user license Regional Champions management, system changes, etc. Coordinates with IT.
• Assists in ongoing training. Super Users • Supports user adoption through local presence. • Coordinates with regular champion for improvements, needs, and priorities. Online Help and Training • Users access Salesforce.com online. Help and training/webinars/tip sheets.
15 Core Flex Resourcing Model Accenture’s Core-Flex model is a sourcing model that allows us to provide baseline support and flex resources as needed based on business demand.
Reuse before configure, Business agility Data Quality Cloud Computing Accelerate deployment Deliver value configure before customize
Why? Key attributes
• Strategic extension of Marsh’s COE • Dedicated higher skilled resource pool • Thought leadership • Higher experienced resources leveraged across projects (potentially • Meet fixed demand across enhancements, implementations and support) • Avoid wait-times for ramp-up • Long-term engagement with Marsh • Improved delivery quality • Blend of Marsh and domain/technology expertise for shared services • Strong Project Management • Lead initiatives on innovation, learning, continuous improvements and • Infuse Marsh expertise knowledge management – common architecture, templates and • Foster innovation simplicity • Protected from COLA increases
CORE Team Why? Key attributes
• Meet variable demands of business and enable • Relatively lower skilled resources management of peaks and troughs • Meet short-term staffing needs • Flexibility to on-board and ramp-down on periodic • Minimum impact on team balance on planned ramp-downs basis • Rate card based pricing FLEX team • Address short-term project humps • Leverage shared resources • Need for niche for short duration • Augments core team skills • Serves as strategic bench • Judicious sourcing of variable / niche skills
16 It’s a Journey – Lessons Learned from Ongoing Support
• Importance of good service level agreement. • Transparency of resource tracking/productivity. • Managing business expectations of change process. • Establish a structure that allows for continuous improvement.
17 Why Chatter? Organizational Silos Hinder Productivity and Growth
Employees Struggle Content is Difficult to Great Expertise, Ideas, Customers and Partners are to Stay Productive Find and Access and Insights are Buried Disconnected From the Organization 14 hours a week in email
Hard to stay updated. Fragmented across Surfacing information is Engaging customers and repositories. impossible. partners is difficult. Information in disparate sources. Inaccessible on devices. Expertise is buried. Forums do not leverage data. Difficult to share content. Separate from business Geographies create Portals are transactional. data. informational divides.
4.3 hrs 3.5 hrs 9.6 hrs 72% Managing approvals each Searching, but not finding, Time spent looking for Increase in sales week. documents each week. information. cycle in past five years.
Source: IDC 18 The Case for Change: Why Our Old Intranet Was Split in Two
Part 1: Social Site Part 2: Company Portal Separate login. Not personalized. Not tied to business Content quickly out of date. data. Hard for IT to maintain and update. Quickly became Siloed from the way irrelevant. employees work. Social for socials sakes.
19 We Needed a Solution that Would Bring Everything Together
Our goals: Salesforce
Drive business collaboration.
Drive customer relationship management (CRM) adoption.
Consolidate platforms.
One place for news, tools, and product information.
Modern features ― personalization and mobile readiness.
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Our Solution: Marsh Connections
Global news Country news Chatter feed
21 Chatter Monthly Metrics - Total Posts
Early August 2013 Launched Chatter for all Early 2013 Activity on prior collaboration platform had stagnated
End April 2013 Launched Chatter for sales users
22 It’s a Journey: Lessons Learned from Chatter Leadership. Leadership. Leadership. Do not just turn it on – pilot. Lay out some ground rules according to your company values. Group structure works.
Collaboration is an Accelerator of Sales Growth
We connect the dots for new opportunities.
We can break down hierarchical barriers. We can follow top deals in real-time. We can discover insights from our global colleagues. We can crowd-source feedback on new initiatives 23 It’s a Journey: MarshForce Today
Salesforce • 8,500 sales cloud users. Global Champions • 20,000 “social intranet” users. • 15 Regional Coordinators. • 100+ countries. • 70+ Country Coordinators. • 10+ foreign language translations.
24 Questions and Answers
25 Thank you!
Megan Marshall Peter van Tilburg Senior Vice President Managing Director Marsh Accenture [email protected] [email protected]
26 This PowerPoint™ presentation is based on sources we believe reliable and should be understood to be general risk management and insurance information only,. In the United Kingdom, Marsh Ltd is authorised and regulated by the Financial Conduct Authority. Copyright © 2015 Marsh Ltd All rights reserved
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