You've chosen Salesforce (Force.com and Heroku) as your development platform for rapid app dev and innovation. But technology will only get you halfway there. Hear from the IT leaders at Eli Lilly on how they architected their teams, their orgs, and their process to deliver rapid innovation to their entire enterprise. Watch the video now: https://www.youtube.com/watch?v=puB_YyvcTRE

1. Eli Lilly is all in on Salesforce App Cloud
How they did it and you can too!
​ Jim Sinai, Senior Director Product Marketing, Salesforce
​ Shellie Sturm, DevOps IT Manager, Eli Lilly
​ Matthew Bull, Enterprise IT Architect, Eli Lilly

2. Safe 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, breach of our security measures, the outcome of any litigation, risks associated with completed and
any 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
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Safe Harbor

3. Introducing: Salesforce App Cloud
FORCE HEROKU ENTERPRISE THUNDER
AppExchange Trailhead
Shared Identity & Data Model Integration Shield
Trusted and Connected Platform
Run all your apps on a trusted platform
Speed and Agility
Every employee can build fast with clicks or code
Complete Enterprise Ecosystem
Best place to learn, build, buy, and sell apps

4. Win one of ten SONOS speakers at the App Cloud Keynote!
App Cloud Product Showcase
Moscone North
IT Ranger Station in the Dev Zone
Moscone West, 2nd Floor
Thursday, September 17, 2pm — Moscone South
Tod Nielsen
EVP, App Cloud
Salesforce
Mike Anderson
CIO
Crossmark
Herry Stallings
AVP App Dev
USAA
Heather Quiqley-Allen
VP Marketing
Bosma Enterprises
Learn more about App Cloud:

5. Why are Customers using Salesforce App Cloud
for Innovation?

6. Factors Pressuring IT
Leaders Today
Innovation Developers
customer expectations How do we execute w
limited supply
How do i find, hire and
retain enough dev
new business models
Technology
Big Data
Containers
UX Experience
Mobile
New Developers
Components

7. Technology is Only Only Part of the Innovation Framework
Innovation
PEOPLETECH
PROCESSSPONSORS

8. How do you organize for innovation?

9. Geoffrey Moore’s Zone Offensive, Salesforce’s playbook for innovation
Sometimes You Need a Framework for Innovation
Disruptive innovation Sustaining innovation
Revenue
performance
Enabling
Investments
Breakthrough
Zone
Performance
Zone
Incubation
Zone
Productivity
Zone
2 3
1 4
Each Zone Requires
Different Investment
Levels & Teams

10. Matthew Bull
Enterprise IT Architect
Shellie Sturm
DevOps IT Manager

11. Lilly is a global pharmaceutical company head
quartered in Indianapolis with 35,000
employees.
Lilly is centered around five Business Units:
Oncology, Diabetes, Bio-Medicines, Emerging
Markets and Animal Health.
Advancing
INNOVATION

12. ​ In March 2014, we created an organization focused on Emerging Technology; scaling Mobile, Social and Cloud
Technologies in support of our IT Strategy.
​ A service positioning The Salesforce1 Platform as an Enterprise Platform as a Service; enabling App Dev across
every value cycle.
Emerging Technology - The Journey
MAY
2014
Timeline
JUN
Process
/
Build
Orchestra<on
8
weeks
Formalize
Organiza3on
Begin
working
through
ini<al
process
design
and
setup.
Early
Adopters
Scale
the
Service
Ci<zen
Developers
Early
Adopters
Start
Building
Just
6
weeks
aKer
kick
off!
First
Go
Live
First
applica<ons
go
Live
JUL
AUG
SEPT
OCT
NOV
DEC
JAN
16
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEPT
OCT
NOV
GMP
&
Pa<ent
Facing
Org
Ci3zen
Developer
Org
Live
4
early
adopter
apps
live
in
30
days
GMP
Org
Go
Live
1ST
GMP
app
target
go-­‐live
in
November

13. Lilly Force.com Fun Facts
25
Apps Live
3
Orgs
100
Permission Sets
115
APEX
Triggers
530
Business
Rules
435
Visualforce
Pages
7 Weeks
Ideation to Go-Live
3M+
Lines of Code
325
Custom Objects
15,500+
Users Live
40+
Releases
114
Permission Sets

14. How Did We Get There?

15. Lilly’s Approach
A combination of technology and process seamlessly working together….
1. Clear Business Objectives and Vision
2. Defined Architecture and Standards
3. DevOps
4. Enabling Innovation

16. Clear Business Objectives and Vision

17. Healthcare Revolution
The Smart User
Technology continues to disrupt many industries:
Transport (Uber), Commerce (Amazon). Healthcare is
not an exception.
User expectations have shifted, they now have instant
access to information, tailored experiences and an app
for everything!
Technology DisruptionTechnology Disruption

18. Introducing Cirrus
To survive and remain competitive through the Healthcare Revolution, Lilly IT must be an enabler of new
business models, focus on “user centricity” and drive towards becoming a Customer Company.
Cirrus will identify, embed and scale emerging and
transformative technologies.
This will include growing our cloud, mobile and social capabilities
across Lilly, and includes continuous improvement and innovation-
driven processes to accelerate delivery across IT, enabling
business transformation.

19. Defined Architecture and Standards

20. No Silver Bullet: Digital Reference Architecture
Workplace
Unified
Communica3ons
Network
Produc3vity
Infrastructure
Founda3on
IT
Automa3on
Containers
Source
Code
Management
Con3nuous
Integra3on
Security
Scanning
Automated
Tes3ng
Monitoring
Integra3on
Fabric
Authen3ca3on,
Authoriza3on,
Accoun3ng,
Reconcilia3on
General
Purpose
Deliver
Content
Manage
Content
Systems
of
Record
Atomic
Design
Polyglot
PaaS
IaaS
Private
Cloud
SaaS
Declara3ve
PaaS
Public
Cloud
Informa3on
Services
Polyglot
PaaS
API
API
API
API
Applica3on
Lifecycle
Management
Discovery
Portal
Social
Collabora3on
Reference
Architecture
Documents
Key:
Iden3ty
Layer
Experience
Layer
PlaQorm
Layer
Content
Layer
DevOps
Tools
DevOps
Tools
Used
to
automate
development,
tes<ng
and
security
and
documenta<on.
Mission
Control
&
ChaSer
Used
to
facilitate
the
end-­‐to-­‐
end
process.
The
Digital
Reference
Architecture
is
a
blueprint
of
enterprise
capabili<es
that
have
been
specifically
posi3oned
to
align
with
the
IT
Strategy.
Enterprise
reuse
opportuni<es,
reducing
cost
and
improving
UX.
Loosely
coupled,
enabling
components
to
be
easily
swapped.
Force.com
and
Heroku
Public
Cloud
App
Pla]orms.

21. Set Standards: Global Services Org Architecture
Iden3ty
(Ping
Iden3ty,
SailPoint
IIQ)
Apps
Reusable
Packages
(AppExchange,
Custom)
Salesforce1
PlaQorm
(Core)
Integra3on
Services
(ETL,
ESB,
API)
Open
APIs
Data
(Structured
and
Unstructured)
ChaSer
Experience
(Lightning
UI)
Archive
Backup
Key:
Iden3ty
Layer
Experience
Layer
PlaQorm
Layer
Content
Layer
Salesforce1
PlaQorm
Founda3onal
Services
Iden3ty
Ping
Iden<ty
SailPoint
IIQ
(SCIM)
Integra3on
Services
Informa<ca
ETL
Fuse
ESB
CA
API
Gateway
Salesforce
Lightning
Connect
Heroku
Connect
Enterprise
App
Development
Many
applica<ons,
mul<ple
business
func<ons,
sharing
capabili<es.
Reusable
Components
AppExchange
Packages
Custom
Packages
Security
Model
Pla]orm
Base
Profile
App
Permission
Sets
No
Role
Hierarchy
Group
Sharing
(AD
Sync)
App
01
App
02
App
03
App
…
Data
Model
Shared
and
App
Specific
Namespacing

22. DevOps

23. Why DevOps?
DevOps is emerging as the standard for modern application delivery and is a new concept to Lilly. DevOps is
a term for a group of concepts that emphasize communication, collaboration, and integration between
Developers, Operations and Quality Assurance. It aims to help an organization rapidly produce software
products in services.
Goals of DevOps:
1. Improved deployment frequency
2. Faster time to value
3. Lower failure rate of new releases
4. Shortened lead time between fixes
DEV
QA
Opera3ons
Cirrus
When done right, DevOps reduces the gaps between delivery and support, and enables faster delivery, and
reduced time to business value. Automation, and a breadth of metrics enable DevOps to identify opportunities to
continuously improve, delivering yet greater efficiencies and lower costs.

24. Minimum
Viable
Product
(MVP):
The
bare
minimum
func3onality
required
for
a
project
to
go
into
produc<on,
with
a
focus
on
being
thin,
light
and
workable
with
subsequent
sprints
to
deliver
incremental
func<onality.
The
Cirrus
Process
Demand Management & Vendor Selection Sprint 0 Sprinting Merge & Deploy Support
Based Agile and Scrum, delivering rapid time-to value through a lean operating framework of shared learning and
continuous improvement - by people embracing a culture of innovation.
The Cirrus Process

25. Automate Everything: Environments and Continuous Integration
Dev
CI
Test
CI
PRE-­‐PRD
PRD
Dev
CI
Test
Dev
CI
Test
Flow
Colour
Key:
Automated
Build
Triggered
Build
(Tag)
Sandbox
Colour
Key:
DEV
DEV
Pro
Full
Dev
Track
X
Dev
Track
X
Support
Track
MavensMate
IDE

26. Supporting Tools
Launchpad
• The front door for ideation, demand
management, training and success
sharing.
LillyFit
• Assesses which platform is the best fit.
Mission Control
• Comprehensive project management
and application lifecycle management
tool.

27. Enabling Innovation

28. Expanding the GSO Architecture
Codename
GSO1
GSO2
GSO3
Primary
Purpose
Primary
Enterprise
Environment
Ci<zen
Developer
Focused
Pa<ent
Focused
Characteris3cs
Default
Enterprise
Hos<ng
Quality
and
Validated
Systems
Speed
to
Value
Non
Quality
Cri<cal
&
Non
Validated
High
Security,
Privacy
&
Quality
Pa<ent
Data
Only
Process
Full
Cirrus
Agile
Process
Streamlined
Cirrus
Agile
Process
Full
Cirrus
Agile
Process
Architecture
GSO
Architecture
Con<nuous
Integra<on
GSO
Architecture
Con<nuous
Integra<on
GSO
Architecture
Con<nuous
Integra<on
Major
Release
Cadence
Monthly
Weekly
Monthly
Support
Consolidated
Dedicated
Track
Distributed
Shared
with
TEST
Sandboxes
Consolidated
Dedicated
Track
Training
Dedicated
Track
Shared
with
TEST
Sandboxes
Dedicated
Track
Don’t
miss
our
other
Dreamforce
session
on
Ci3zen
Development!

29. Conclusion

30. Key Learnings for Enterprise Transformation
March-­‐May
2014
July
August
September
October
Timeline
November
December
February
March
April
June
January
2015
1. Establish Expectations and Buy in: “Enterprise Transformation” doesn’t happen over night… set clear goals, and
measure the journey. Be clear on what you can and can’t do. Find those interested in the bigger picture.
2. Early Adopters, and Quick Wins: Get moving as quick as possible, don’t build in a vacuum. Look for Early Adopters that
can work with you and celebrate quick wins together as a means to build buy in
3. Organizational Change Management: Is often under estimated. Use a variety of tactics, including “hackathons” to drive
a healthy Citizen Development program.
4. Clear Architecture and Technology Positioning: Salesforce is one technology, not your only technology. Leverage a
set of principles to ensure a common framework across technologies, reducing friction and integration cost across the
enterprise.
5. Delivering rapid time to value: Is not achieved through an immediate “sprint”. Speed up release cycles over time, build
confidence and drive a continuous improvement program.
6. Robust Agile Processes and Tools: Provides transparency, delivers business value incrementally and reduces delivery
risks and by building in quality throughout the project.

31. Thank you