Transforming the IT and Business Relationship with OnDemand

1
Transforming the IT and Business Relationship
with On-Demand
Track IT Execs

• Joel Lifter, Kaiser Permanente
• Bernie Sims, Kaiser Permanente

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Joel Lifter
KPIT Program Manager
Joel.lifter_at_kp.org
Bernie Sims
Project Director
bernie.w.sims_at_kp.org
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Kaiser Permanente

• Leading health care provider and insurer
• Serving 8.5 M members
• 125,000 Employer customers
• 12,800 physicians
• 37 Medical Centers
• 431 Medical offices
• 31 B in Operating Revenue
• Sales Account Management
• 1,200 Account Managers, New Business reps and
  support
• 8 geographic regions (DC to HI)
• National Accounts

INDUSTRY Health Care
EMPLOYEES 152,000
GEOGRAPHY United States
USERS 625
PRODUCT(S) USED SFA
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Key Business and Technology Challenges

• Business Challenges
• Poor collaboration and info sharing across
  regions/business lines
• Limited data visibility due to lack of a common
  repository
• Varying/conflicting business processes across
  regions, business lines
• Few effective common performance measures
• Poor productivity and service levels relative to
  competition
• Technology Challenges
• Lack of common sales infrastructure
• Work with Business partners to establish common
  requirements across regions and business lines to
  minimize complexities
• Overcome disparate levels of technology
  implementation
• Manage Scope Creep

• Inefficient processes/work flows
• Poor/conflicting sales intelligence
• Poor access to enterprise experience/history
• Low productivity and customer service levels

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The Solution

• How did we address the challenges?
• Chose a solution that was not business as usual
  for Kaiser Permanente
• Use an off the shelf solution avoid the KP
  standard - Create, design, develop deploy our
  own enterprise SFA
• Accepted the fact that KP is too big to
  successfully implement SFA as a Big Bang
• Agreed on a phased approach that would be made up
  of multiple tracks each successive track would
  address increased organizational complexities
• Build common processes
• Rigid scope and requirements management
  implemented freeze dates
• Create governance and support structures to
  ensure a responsive, sustainable capability
• Create a data warehouse to enable historical
  reporting and trending of key monthly data housed
  in Salesforce

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Deployment Details

• Deployment details
• Salesforce Track 1 deployed 9/05 10 months -
  125 users
• Salesforce Track 2 deployed 6/06 3 months 500
  users
• 625 users on the way to 1,200
• Minimal integration points
• Training provided by both national and regional
  teams
• Business Lines deployed - National Accounts,
  Strategic, Large, Mid-size and Small Group
• Change Control Board (CCB) and PMO manage
  enhancements and fixes (100 in 12 months)

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The Future

• Future plans
• Integrate with legacy enterprise applications
  via SOA architecture
• Deploy to Northwest and California regions as
  comprehensive integration allows
• Integrate additional product lines and users

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Results

• What were the results?
• 4 regions National Accounts using Salesforce
  for the majority of their business lines
• Improved collaboration between National Accounts
  and regions
• Improved (and consistent) visibility into true
  sales and retention performance
• Expect better customer service and higher
  internal and external customer satisfaction as
  use of the tool expands
• Expect sales and retention improvements as
  productivity picks up and users spend more
  strategic planning and face time with clients,
  brokers/consultants and prospects.

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Change Control Board Process Flow
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Moderated By
Susan St. Ledger
SVP Global AppExchange Sales
Salesforce.com
JOEL LIFTER
KPIT PROGRAM MANAGER
BERNIE SIMS
PROJECT DIRECTOR
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Session ID 215
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