How to Make Change Management a Reality Track: Large

1
How to Make Change Management a Reality
Track Large Enterprise Deployments

• Robert Callaci, Vice President, TransUnion LLC
• Dinah Strayer, Vice President, The Abreon Group
• Mark Israelsen, Vice President, Salesforce.com

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Agenda

• Welcome
• TransUnion
• Key Challenges
• The Solution
• Abreon
• Keys to Success
• Sample Communication Materials
• Best Practice Recommendations
• Abreon Common Pitfalls to Avoid
• TransUnion Lessons Learned
• Results and Benefits
• Question Answer Session

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Why Change Management? The Proof is in the
Results

• Change management in software projects?
• Yes
• No
• Who in organization leads change management?
• Project leader
• Business Owner
• Executive Management
• Other

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Why Change Management? The Proof is in the
Results

• Few enterprise software implementations include
  it
• Key cause of low ROI and sub-optimum user
  acceptance
• Visible executive leadership key success criteria

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Robert J. Callaci
Vice President of Sales Operations
rcallaci_at_transunion.com
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TransUnion

• Leading Credit and Information Management Company
• 400 sales reps in 30 countries
• Recently acquired
• Visionary Systems, Inc.
• RentPort, Inc.
• Qsent, Inc.

INDUSTRY Financial
EMPLOYEES 4,100
GEOGRAPHY Global
USERS 530
PRODUCT USED SFA
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TransUnion Key Challenges

• Business Challenges
• Pursue and attain higher growth goals
• Transition from transaction to solution sales
• Align resources with pockets of opportunity
• Meet Fit and Focus goals
• Improve infrastructure around sales
• Lack of automation
• Limited central forecasting
• Technology Challenges
• Limited usability, limited functionality
• No reporting capabilities
• Not Web-based
• Three separate, stand-alone systems

• Accurate Forecasting
• Pipeline Management
• Centralization Standardization of Customer Data
• Scalability Integration
• Visibility and Metrics From Our Business

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TransUnion Key Challenges

• Organizational Challenges
• People naturally resist change
• The change involved a new process, a new way of
  getting the job done
• Wide audience, dispersed, different roles one
  message doesnt fit all
• Some were very comfortable with the old systems
• Some had little faith in a new tool because the
  old ones werent very effective
• Always other projects/issues competing for
  attention cutting through the clutter

• Accurate Forecasting
• Pipeline Management
• Centralization Standardization of Customer Data
• Scalability Integration
• Visibility and Metrics From Our Business

10
TransUnion The Solution

• How did we address the challenges?
• Created an internal cross-functional team

It takes a village
Core Team represented 19 different internal
functions
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TransUnion The Solution

• How did we address the challenges?
• Developed a conservative schedule
• Focused on doing it right, not doing it fast
• Spent a great deal of time gathering requirements
  from all stakeholders
• Intentionally lightened the schedule around the
  holidays
• Provided all audiences with comprehensive
  information throughout the project
• Remained flexible throughout the process i.e.,
  adjusted education plan based on feedback from
  users
• Implemented a phased approach didnt roll out
  all functionality at once

DEPLOYMENT DETAILS

• Product implemented - SFA
• Users - 530
• Integration points Sales and Corporate
  Resources
• Training Regional Roll-outs
• Ongoing improvements Phased Approach Roadmap

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TransUnion The Solution

• How did we address the challenges?
• Engaged Abreon
• To build a comprehensive Change Management Plan
  for SFA implementation
• Facilitated close collaboration of all three
  teams throughout the process
• True partnership, full disclosure
• Salesforce.com assisted in building the technical
  and process solutions needed
• Abreon helped manage and drive the change
  throughout the change continuum
• Branded the effort InTouch to keep the focus on
  the wider initiative, not just the tools

DEPLOYMENT DETAILS

• Product implemented - SFA
• Users - 530
• Integration points Sales and Corporate
  Resources
• Training Regional Roll-outs
• Ongoing improvements Phased Approach Roadmap

13
TransUnion Integration Roadmap
Standardization
Integration
Leveraging Info
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Dinah Strayer
VP Business Solutions
dinah.strayer_at_abreon.com
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Abreon Overview

• A 23-year-old specialty consulting firm that
  provides integrated change solutions
• We live at the intersection of people and change
• Approximately 200 consultants and support
  professionals across the U.S.
• Built upon best practices, industry standards and
  innovative solution methodologies
• Salesforce.com partner

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Abreon Communication Plan

• Collaborated with Salesforce.com and TransUnion
  to understand what the project entailed,
  specifically, what changes were required
• Performed a comprehensive audience analysis to
  understand who the changes would affect, and how
• Utilized core team as communication champions,
  and involved them early in the process
• Integrated communication plan to develop, create
  and deliver 1) the executive voice and messaging
  and 2) targeted deliverables for specific
  audiences, including messaging and design

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Abreon Keys to Success at TransUnion

• Focus started and remained on the people, not the
  tool
• Consistent message from top down, and across peer
  groups
• Customized communication developed in lockstep
  with Salesforce.com as they developed
  TransUnions customized solution
• Developed and implemented sequenced messaging,
  starting with the broad vision and graduating to
  audience-specific information
• Aligned all deliverables and messaging with
  TransUnions overall corporate branding initiative

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Keys to Success at TransUnion Deliverables

• Integrated communication plan outlining strategy
  for high-level and detailed messaging
• Executive Messaging
• Talking points to help leaders build support for
  change
• Scripts for Webcasts and PowerPoint presentations
• Email from executives to associates
• Communication Materials for TransUnion Associates
• Milestone Map outlining what was happening and
  when
• Frequently Asked Questions brochure, which helped
  address why change was occurring
• Overview brochure regarding the change initiative
• PowerPoint presentation delivered via Webcast
• User Guide binder cover and back, CD label (for
  consistency and recognition)
• InTouch Corner intranet microsite hosting all
  deliverables and up-to-date information about the
  change initiative

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Abreon Milestone Map
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Abreon Deliverables Samples
General Overviewfor Associates
FAQs Brochure
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Abreon InTouch Corner
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Abreon InTouch Corner
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Abreons Best Practice Recommendations

• Implement An Effective Change Management Program
• Change isnt an event, it is a process
• Develop a comprehensive plan to manage this
  process throughout the change lifecycle
• Plan for resistance, and plan for associates to
  revert back to old habits after the
  implementation and plan ways to combat both
  issues
• Collaborate From Day One
• Build a multifunctional team to include all
  perspectives this internal communication and
  collaboration lays the strong foundation needed
  to build an effective communication plan
• Insist upon tremendous executive involvement to
  set expectations
• Develop and Maintain Executive Leadership
  Visibility
• Executive leadership and sponsorship is a key to
  success
• Maintain this visibility on a consistent basis
  throughout the project even after go-live
• Communicate the Right Information to the Right
  People at the Right Time
• Dont underestimate your associates need to
  understand the vision
• Clearly communicate why the change is necessary
  and what challenges it is designed to alleviate
• Communicate the specific benefits of the change
  to each audience make it meaningful to everyone
  who will be affected by the change
• Develop a Sustainable Education Plan
• Provide different audiences with the specific
  information they need to be successful
• Include policies, procedures and workflows in the
  education plan
• Anticipate additional education and support after
  go-live

Its not about the tools or the technology. Its
about the people.
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Abreon Common Pitfalls to Avoid

• Dont assume change just happens you have to
  drive it every step of the way
• Dont ignore peoples willingness to change it
  will significantly impact the success of your
  project
• Dont assume the project will go according to
  plan anticipate unforeseen obstacles in both
  budget and schedule
• Dont minimize the training budget according to
  Gartner, untrained users cost five times more to
  support than trained users
• Dont allow your executive leadership team to be
  silent their overt support and constant voice
  is critical to change management success
• Dont talk to all audiences as if they are one
  and the same different benefits, effects and
  action items exist for different roles across
  your enterprise
• Dont plan your project end date for when you go
  live develop and implement a strong
  post-implementation support plan to ensure
  long-term user adoption and behavior change
• Dont decide how to measure success at the end of
  the project build in metrics from the beginning

Its not about the tools or the technology. Its
about the people.
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TransUnion Lessons Learned

• Separate the data from the tool
• Tendency is to focus on the data, rather than
  learning how to use the tool and associated
  processes
• Recommend rolling out the tool with demo data,
  and then later populating it with real data
• Phase the rollout even more
• Underestimated the time it took for users to
  become comfortable with the tool and the data
• Recommend waiting to introduce new functionality
  until users gain proficiency with existing
  functionality
• Focus on developing data and tool concurrently
• Experienced last-minute crunch to populate data
  because focus was on developing the tool itself
• Recommend assigning more resources to project so
  data and tool can be developed in parallel

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Results and Benefits

• What were the results?
• Log-in
• 1st Day Go-Live (April 17, 2006) 80 of
  potential users logged in
• Now 95 of all potential users logging in
  within a 7 day window
• Pipeline Growth
• 1st Day Go-Live (April 17th, 2006) 0
  opportunities loaded
• May to June Initial Opportunities Loaded
• June to July 209 increase in s loaded in
  InTouch
• July to August 100 increase in the s loaded
  in InTouch
• August to September 60 increase in the s
  loaded in InTouch
• September to October 53 increase in the s
  loaded in InTouch
• Average Weekly Activity per User
• Log-ins, new records, updates 3.2 activities
  per week on average
• Using SFA for Pipeline Management and Sales
  Forecasting
• Exceeded original time-line plan by three months

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QUESTION ANSWER SESSION
Robert J. Callaci
Vice President, Sales Operations
Dinah Strayer
Vice President, Business Solutions
Mark Israelsen
Vice President, Professional Services
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Additional Questions
Please direct additional questions to Mark
Israelsen Vice President, Professional
Services misraelsen_at_salesforce.com 801.755.7828
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