Transforming an organization to cloud

Transforming
CSC to Cloud
ABSTRACT
Cloud computing, popular since 2008, has been at the
forefront of CIOs’ priorities for the past few years. But
successful cloud deployment to entire organizations is
another story. Many organizations have built cloud
computing strategies without execution, while some have
a few components in the cloud. As many CIOs have
discovered, it’s one thing to deploy a single Cloud
application in isolation, but it’s much harder for an
organization or group to transition to cloud computing.
Cloud use then becomes just another task on
whiteboards to be addressed with ongoing system
deployments, upgrades and the daily grind of operational
support.
Our cloud journey started with defining a vision
composed of five pillars for CSC Global Sales & Marketing
(GSM) Cloud Enterprise, Mobile Enterprise, Social
Enterprise, Analytical Enterprise and Integrated
Enterprise. This aligned with CSC’s corporate vision of
aspiring to be the world’s leading next-generation
technology solution and services provider. To implement
and execute our vision and strategy, a transformational
plan was built. Its foundation was cloud computing,
including the marketing automation platform Eloqua;
salesforce automation using Salesforce.com; the cloud
data and application integration leveraging Informatica
Cloud. This white paper highlights the journey of how,
through a well-defined vision, a roadmap aligned with
CSC business goals and with a clear-cut action plan, cloud
transformation became a reality for CSC and why it
matters to an organization that plans to take cloud
beyond the pilot stage into its broader organization.
Ali Akbar
Technical Director
(with contributions from
Chris Marin and Brian Shea,
Marketing; and Ed Abramczyk,
ASM)
CSC
aakbar2@csc.com
CSC Papers
2014

TRANSFORMING CSC GSM TO CLOUD
WHAT IS CLOUD?
Cloud computing is a relatively new business model in the computing world.
According to the official National Institute of Standards and Technology (NIST)
definition, "cloud computing is a model for enabling ubiquitous, convenient, on-
demand network access to a shared pool of configurable computing resources (e.g.,
networks, servers, storage, applications and services) that can be rapidly provisioned
and released with minimal management effort or service provider interaction."
The NIST definition lists five essential characteristics of cloud computing: on-demand
self-service, broad network access, resource pooling, rapid elasticity or expansion, and
measured service. It also lists three "service models" — Software as a Service (SaaS),
Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) — and four
"deployment models" — private, community, public and hybrid — that together
categorize ways to deliver cloud services. The definition is intended to serve as a way
to make broad comparisons among cloud services and deployment strategies, and to
provide a baseline for discussions ranging from what cloud computing actually
consists of to how to best use it.1
Figure 1: Five pillars for CSC Global Sales & Marketing

What is cloud computing? Everyone in the technology world is talking about it… and a
lot of people in the business world are asking the same question, “What is cloud
computing, and what does it mean for my business?”
Cloud computing platforms are growing in popularity, but why? What unique
advantages does a cloud computing architecture offer to companies in today’s
economic climate? And what just what is cloud computing, anyway? Let’s explore the
cloud computing infrastructure and its impact on areas critically important to IT, such
as security, infrastructure investments, business application development and more.
Most IT departments are forced to spend a significant portion of their time on
frustrating implementation, maintenance and upgrade projects that too often don’t
add significant value to the company’s bottom line. Increasingly, IT teams are turning
to cloud computing technology to minimize the time spent on lower-value activities
and allow IT to focus on strategic activities with greater impact on the business.
The fundamental cloud computing infrastructure has won over the CIOs of some of
the world’s largest organizations — these once-skeptical executives never looked
back after experiencing firsthand the host of benefits delivered by cloud computing
technology.
• Proven Web services integration. By its very nature, cloud computing technology
is much easier and quicker to integrate with your other enterprise applications
(both traditional software and cloud computing infrastructure-based), whether
third-party or homegrown.
• World-class service delivery. Cloud computing infrastructures offer much greater
scalability, complete disaster recovery and impressive uptime numbers.
• No hardware or software to install when you have a 100 percent cloud
computing infrastructure. The beauty of cloud computing technology is its
simplicity…and in the fact that it requires significantly less capital to get up and
running.
• Faster and lower-risk deployment. You can get up and running in a fraction of the
time with a cloud computing infrastructure. No more waiting months or years
and spending millions of dollars before anyone gets to log on to your new
solution. Your cloud computing technology applications are live in a matter of
weeks or months, even with extensive customization or integration.
• Support for deep customizations. Some IT professionals mistakenly think that
cloud computing technology is difficult or impossible to customize extensively,
and therefore is not a good choice for complex enterprises. The cloud computing
infrastructure not only allows deep customization and application configuration,
but it preserves all those customizations — even during upgrades. And, cloud
computing technology is ideal for application development to support your
organization’s evolving needs.
• Empowered business users. Cloud computing technology allows on-the-fly,
point-and-click customization and report-generation for business users, so IT
doesn’t spend half its time making minor changes and running reports.
• Automatic upgrades that don’t affect IT resources. Cloud computing
infrastructures put an end to a huge IT dilemma: If we upgrade to the latest-and-
greatest version of the application, we’ll be forced to spend time and resources

(that we don’t have) to rebuild our customizations and integrations. Cloud
computing technology doesn’t force you to decide between upgrading and
preserving all your hard work, because those customizations and integrations are
automatically preserved during an upgrade.
• Prebuilt, preintegrated apps for cloud computing technology. The Force.com
AppExchange features hundreds of applications built for cloud computing
infrastructure, preintegrated with Salesforce customer relationship
management (CRM) applications or other application development work on
Force.com.2
WHY CLOUD?
An organization such as CSC depends on IT to drive innovation and accelerate past
its competitors. While each organization may have its own definition of innovation,
many of the elements are identical: getting closer to customers to help deliver
business goals, delivering more compelling services and making an increasingly
mobile workforce more productive and effective.
IT is further challenged by the need to deliver all of this more rapidly than ever
before and with budget constraints while still supporting service levels for
performance. IT has a choice to make: Should it move from being a cost center to
becoming a clear strategic partner to the business, delivering clear value and
differentiation, and aligning with key business objectives? In a white paper titled,
“Taking Your Organization from Reactive to Innovative,” VMware divided IT
organizations into three operational categories:
• Reactive — IT is working hard just to support the existing on-premises
systems. With resources and budgets dedicated to maintaining the status quo,
IT finds itself continually running to keep up with a growing backlog of
requests from the business for new services. Those caught in this reactive
mode find it all but impossible to invest in the kinds of systems and services
that would grow the business and deliver innovative new ways of operating.
With IT exhausting resources in maintaining existing systems and satisfying an
increasing set of user demands, reactive organizations cannot make the desired
contribution to delivering against business objectives. Cloud has entered the
business opportunistically, threatening to create silos of IT and business
activity that fall outside the mandated standards for security, risk management
and compliance. The need for rapid innovation has driven business
stakeholders to bypass traditional IT channels, creating a tension between IT
and business stakeholders. In today’s market, most organizations find
themselves operating in this reactive IT model.
• Proactive — IT has moved to embrace cloud as a way to achieve the innovation
requirements that the business demands through increased efficiency, reliability
and agility. Shifts in processes and organizational responsibilities have started to
bring structure to cloud decisions and directions. More importantly, IT has
embraced a new role for itself: that of a service broker. IT is now able to leverage

external cloud providers to deliver rapid innovation within the structure of IT,
balancing cost, risk and quality of services. By applying proactive operational
processes and governance to cloud environments, IT is more capable of
supporting tier one applications in the cloud. Organizations in a proactive mode
have shifted cloud from being an opportunistic purchase to a strategic
environment that will have broader, more significant impact.
• Innovative — IT has leveraged investments in cloud and resources freed through
automation to more directly partner with the business to deliver innovation.
Cloud is now the core model for delivering IT, shifting legacy systems to a more
flexible infrastructure, more fully deploying automation to increase efficiency
and freeing IT resources to focus on initiatives that directly drive increased value
for the business. Innovative organizations have leveraged detailed measurement
capabilities to quantify the financial impact of cloud. They have also redirected
saved resources to the creation of new services and capabilities that advance
business goals. IT is enhancing its service broker capabilities by successfully
managing multiple cloud sources and balancing risk, cost and quality of service
metrics while enjoying visibility across heterogeneous cloud environments.”
The IT approach was to systematically enter into cloud computing as a way to break
this cycle. Some of the key factors, based on revisiting our vision and understanding
the challenges within the current CRM system, were:
• Making SAP CRM changes and an upgrade is a long and complex process.
• The system has to easily integrate with SAP ECC as soon as financial
transformation is completed.
• It needs to reduce total cost of ownership for CRM.
• It has to enable customers and salespeople to use mobile devices.
• The Social Enterprise, via LinkedIn, Twitter and other channels, is now a reality.
Cloud solution was the answer to all of these challenges. Cloud would help us to
form a much-needed new partnership with business stakeholders based on the
ability to deliver innovation and build business value. Cloud would empower us to
redefine the way services are produced and delivered for the business. Our goal
wasn’t merely to become a more efficient, reliable and agile IT organization —
although cloud certainly delivers that. Rather, the goal was to operate in a
fundamentally different way — more flexible and responsive to business needs.
CLOUD ROLLOUT AT CSC
Where we began
SAP CRM at CSC was introduced in 2003 and was upgraded/re-implemented to SAP
CRM 7.0 in June, 2011. The pain points for the sales team and IT users were:
• Poor online performance
• Long deployment cycles

• High maintenance costs
• The need for a larger team requiring many specific skills, such as basis, security,
programming, functional, analytics
SAP CRM is based on last-generation (1990s) client server technology and comes with
the above-mentioned limitations. It was imperative for CSC to transition from the
outdated client-server technology to the current cloud technology for greater agility
and speed in delivering innovation to support the business. The journey to the cloud
began to address the limitations of the client-server technology. With the digital
marketing team in place, led by Nick Panayi, director, Digital Marketing, the first
cloud-based product, Eloqua, an automated marketing platform for demand and lead-
generation was selected to be deployed in the CSC Sales and Marketing ecosystem.
Digital Marketing Transformation: Eloqua at CSC (Release 1, Sep 2012)
The global instance of the Eloqua (Marketing Automation Platform) was deployed in
mid-February 2012, and the integration with the existing SAP CRM was completed on
Sept. 22, 2012, via SAP NetWeaver XI middleware. While this was the start of an
integrated cloud for CSC, it was clear that cloud integration to an on-premises
application is a very complex, time-consuming and resource-intensive effort. The
integration from SAP CRM to Eloqua took almost six months with the involvement of
Figure 2: Marketing Automation Platform Architecture

various skilled resources, including SAP CRM (technical, application and developers),
SAP XI, Eloqua, security and network. It was obvious that sales and marketing
innovation and agility can only be achieved by having a strategy to move the
ecosystem in a planned manner to the cloud platform.
Cloud Transformation: Salesforce Pilot Rollout at CSC (Release 2, Dec 2012)
To move the sales and marketing ecosystem to the cloud, it was imperative to
transition the CSC CRM system from SAP CRM, an older-generation client server
product, to a cloud-based CRM product. Mike Lawrie, CSC president and CEO,
approved the introduction of a pilot for Salesforce.com. As a reactive IT organization,
instances of Salesforce were used by a few business units (CSC cloud team with 60
licenses) and were planned around CSC Sales, such as Global Business Solutions (GBS)
East and the Leading Edge Forum (LEF) executive program. Additionally, no consistent
or standard sales process was followed for the existing Salesforce instance, and no
integration with the CSC back-end systems existed.
It was imperative to introduce Salesforce into our landscape in a controlled manner to
succeed without disrupting the progress that had been established around the sales
process. Some general project-management questions for a pilot release included:
• Who will be the pilot candidate?
• What is the scope of the pilot?
• Who will be involved (which team) in establishing and overseeing the pilot?
• What is the timeline?
• Identify a budget (Salesforce.com license and implementation costs)
• What controls will be in put in place to prevent “Wild West” adoption, leading
to fragmented instances and silos?
• What does success look like?
As is the case with any project, it came down to three stages: plan, develop and
deploy.
PLAN
Team: CSC vision, goals and metrics were clearly defined, as well as the team that
would be actively working on the project. Getting this step right was crucial for
eliminating ambiguity and defining accountability. The team was built based on the
Salesforce.com best practice of the Center of Excellence (CoE)/Governance Model, led
by Wendy Hartzell, CIO, GSM, Karen Ricketts, business director and Ali Akbar,
technical director. Three teams collaborated: CSC CRM Internal Technical Team
(responsible for data and integration); CSC GBS Salesforce Practice (responsible for
design, configuration and development); and an external consulting partner
(responsible for change management & training). Also on the team was Peter Allen,
President, GSM, who was the program’s sponsor and supported the initiative from the
beginning through its go-live date.

Align IT with Business Goal: The IT organization’s ultimate goal is to function
seamlessly as part of the business. With this business capability approach, it was
important to align IT strategy closely with CSC business strategy and vision and avoid
the classic IT mistake of building assets from the bottom up, a narrow approach to
business needs that fosters a short-term investment mentality. The slides highlight
how we achieved business and IT alignment around capabilities:

As the slides highlight, a simple and attainable goal aligned with CSC overall vision
was created, including 4
:
1. Defining Salesforce capabilities that support business capabilities and plug
gaps
2. Designing the operations, technology and integration architecture
3. Developing the Salesforce strategy roadmap
4. Prioritizing and documenting the requirements and mapping them to the
objective and overall vision
Data: Data is always a critical part of any project; it should always be reviewed and
cleaned early in the project. From the previous CRM implementation in CSC, we knew
we couldn’t underestimate the effort it took to clean up, map and load data. The team
took ample time to understand the data during the initial phase of the project.
Implementation Approach: The two widely used implementation approaches are the
“waterfall” and “scrum” methodologies. Waterfall is the traditional, phased,
sequential approach that may lead to a drawn-out implementation timeline. The

scrum approach is to constantly develop and deliver small units of functionality and
revisit and refine them with each cycle. All of our previous SAP CRM implementations
had been completed by traditional waterfall methodologies that took several months
to complete. With only a few months to release the Salesforce pilot and the Eloqua
integration, we adopted the agile scrum methodology. Cloud is the ideal environment
for agile/scrum methodology. With the scrum approach, we used short iterations of
the design, develo and deployment phases for a smaller set of requirements.
Timeline: The project timeline had to include the design, develop and deploy phases.
The requirements were prioritized to ensure that any “must-haves” were included in
the first pilot phase. Each requirement was considered, and we generated an estimate
about the effort required to implement it. The cloud pilot go-live date was scheduled
for Dec. 14, 2012, to be followed by CSC enterprise-wide deployment
DEVELOP: SALESFORCE CUSTOMIZATION AND INFORMATICA INTEGRATION
Salesforce: Once the requirements were defined and the data was understood, the
team was ready to set up and customize the Salesforce CRM. The initial
implementations were kept simple rather than overusing the enhancements via
Force.com code (Apex) and the Visualforce (VF) pages functionality available on the
Force.com platform. The team was careful not to over configure. Configuration
included:
• Customized modules in the sales cloud included leads, contacts, accounts,
opportunities, activities, chatter and products (offerings)
• Reports and dashboards highlighted pipeline, opportunity and forecast
information for sales and coverage managers
• Security and role-hierarchy settings
Informatica Cloud Integration: The technical roadmap specified integration
middleware that can integrate multiple applications, both on-premises (SAP CRM, SAP
ERP Central Component [ECC], SAP Business Intelligence [BI]) and cloud-based
(Salesforce, Eloqua). After extensive analysis, Informatica Cloud was selected based
on these factors:
• SAP NetWeaver PI is an on-premises model and a complex solution that
requires longer implementation time and extensive coding.
• Informatica PowerExchange (a packaged connector) for Salesforce CRM
enables Informatica PowerCenter to integrate Salesforce application data,
seamlessly and securely, with SAP (on-premises) enterprise application, SAP
CRM and SAP BI.
• Informatica Cloud connectors are delivered within Informatica Cloud Services
that seamlessly connect with Eloqua.
Informatica Cloud is a multitenant data integration service specifically designed for
self-service data integration, with hybrid deployment options that ensure IT
governance and control. With Informatica Cloud, SAP integration with Force.com
requires no custom coding.

Informatica Cloud delivers Informatica Cloud Eloqua connector, which supports
bidirectional sync with contacts, accounts and leads. The Informatica Cloud with
“mapping/configuration, not coding” approach allowed us to complete connection
and mapping configuration between Salesforce and Eloqua in two weeks, where the
previous Eloqua − SAP CRM integration via SAP NetWeaver XI Mapping had taken
nearly six months.
Informatica Cloud delivers PowerExchange for SAP NetWeaver BI, which interfaces
seamlessly with Informatica PowerCenter. The Informatica with “source-to-target
mapping” approach allowed building integration between Salesforce and SAP BI and
SAP CRM (only for interim use) faster and more reliably.
Figure 3: Informatica Integration Architecture

DEPLOY:
All 60 cloud users were loaded, and the cloud data was imported. The pilot also
included integration to CSC Global Pass for single sign-on functionality. The Salesforce
pilot for cloud business went live as planned on Dec. 14, 2012.
Cloud Transformation: Salesforce global rollout at CSC (Release 3, Apr 2013)
If the experience of deploying the pilot Salesforce instance has demonstrated
anything, it’s that the Salesforce deployment is the key to extending the cloud
environment. The time and cost of deploying new functionality and apps in the cloud
is minimal. Additionally, the cloud computing model is inherently about putting
something of value in the hands of the sales users quickly, getting their immediate
feedback, and making further rapid changes based on that feedback. These fast
development cycles are an intrinsic advantage of cloud computing and are more
difficult to accomplish in a traditional on-premises development model because of the
high cost of distribution.
Once Salesforce Enterprise licenses were acquired for 3,000 users, it was decided that
the go-live date would be aligned with CSC Global Sales Conference (CSC GSC) on
April 15, 2013. A global deployment approach was decided. That move wasn’t without
risk. The main drawback was that if issues had been encountered, they would have
affected the entire CSC user community. It is also a challenge to train a large number
of Salesforce users at one time. On the other hand, a Big Bang rollout would avoid
organizational disharmony while sending a clear signal that Salesforce.com is going to
be the CSC CRM system and that SAP CRM is headed for sunset. The CoE team sat
down for second round of program planning and requirement discussions.
Customization − Once the requirements were defined, team were ready to set up and
customize Salesforce CRM. Configuration included:
• Extending the customization of the application in Sales Cloud: leads, contacts,
accounts, opportunity, activities, chatters, offerings
• Reports and dashboards highlighting pipeline, opportunity and forecast
information for sales and coverage managers
• Security, role-hierarchy settings and extending new functionality of territory
management for a complex organization such as CSC
UAT (User-Acceptance Testing) formally began on March 15 and was completed on
April 5, 2013.
Users − About 2,500 users were loaded for Enterprise, globally in AMEA (Asia, Middle
East & Africa), Australia, Europe, South and North America
Data − The most critical components of the successful deployment were data
migration and cutover tasks. These were thoroughly planned and executed. Data

migration and cutover tasks began on Monday, April 8, at 8:00 a.m. EST and were
completed on Saturday evening, April 13, 2013, as per the plan. Data migration
included:
• Territory: Old territories were mapped to the new territories based on the
newly defined operating model
• Leads: Open leads, all MQL leads, and all leads converted to opportunities were
migrated to salesforce
• Contacts: All contacts
• Accounts: All accounts
• Activities: All historical and active activity data were migrated to SFDC.
• Opportunity: All historical opportunity data were migrated to SFDC. All open
and all FY14 data were mapped to new sales organization structures.
Go-Live − Salesforce.com went live on April 15, 2013 for 2,500+ global sales users
during CSC GSC. Other cloud-based appllications that were part of this deployement
included:
SALESFORCE MOBILITY: Salesforce mobile, which included Salesforce Touch and
Salesforce Chatter Mobile, was deployed to the user community, to be used for
mobile devices, Android, iPhone, iPad or BlackBerry.
• Sales Cloud mobile: Allows sales users to stay productive on the road by
logging calls and leads and by accessing opportunities and dashboards on their
mobile device
• Chatter mobile: Allows sales users to stay connected to people and records,
including updating status, posting comments and uploading photos — all from
their mobile device.
INFORMATICA CLOUD MDM (Master Data Management): With the growth of data in
Salesforce, a strategy was needed to achieve a 360-degree account view. An MDM
solution is imperative to increase the value of our Salesforce.com investment with
better lead conversion, salesforce adoption, data cleansing and reporting. Informatica
Cloud MDM was selected because:
• Informatica Cloud MDM leverages Informatica Cloud data integration, which
we already had licensed and developed the appropriate skillset.
• Informatica Cloud and Informatica Cloud MDM support roles across both
business and IT to ensure closer collaboration in handling all types of data-
intensive projects and can be used together by CSC with complex and large-
scale “hybrid IT” environments.
Informatica Cloud MDM is a multitenant, cloud-based MDM application, natively built
and deployed on Force.com. Informatica Cloud MDM facilitates data cleansing, as well
as standardizing and enriching account information. It eliminates and prevents
duplicate and inconsistent data; integrates critical enterprise data; and enables the
management and view of account hierarchy. Also, it provides address validation for

the United States, as well as for global accounts and contacts. Informatica Cloud MDM
and its address-validation application were deployed in four weeks.
Cloud Transformation: Extending Sales Ecosystem (Release 4, Jul 2013)
Further extending the sales and marketing ecosystem, two cloud-based applications
are on the way to being deployed: Xactly Incent, an incentive compensation-
management software solution, and Birst, an advanced analytics solution.
• Xactly Incent is a cloud-based, sales/incentive compensation management
solution that replaces tedious manual processes, making the incentive program
easy to manage and error-free. Xactly Incent will transform CSC sales
compensation processes from manual administrative process to a strategic
revenue driver. Xactly is integrated with Salesforce via Xactly DELTA, which is a
managed service that leverages Xactly Connect to automate data migration
and enables real-time data sharing. The requirement, design and develop
stages have been completed, and currently user-acceptance testing is in
process. Xactly Incent is planned to go live by late June 2013.
• Birst is a cloud-based business intelligence/ analytics solution with an
integrated extract, transform and load (ETL), data warehouse automation,
enterprise reporting, ad hoc query capabilities, and dashboarding. Birst’s
Salesforce Reporting and Analytics will help sales managers analyze their
critical Salesforce.com data to uncover insightful pipeline information. While
sales users like having the visibility into their team’s pipeline and opportunities
that Salesforce.com provides, there are still reporting gaps — making it
difficult for CSC to realize the full potential of the Salesforce.com data. Birst’s
sales analytics will enable CSC Sales to realize the full potential of
Salesforce.com data — and drive sales teams to realize their full potential by
consistently making better, more-informed decisions. Birst is integrated with
Salesforce by leveraging Birst integrated ETL capabilities, including data
connector, to cloud data source Salesforce.com. Requirements, design and
develop stages have been completed, and testing is currently in process. Birst
Analytics is planned to go live by the end of June 2013.

CLOUD SUCCESS AT CSC
Since the deployment of Salesforce.com and Informatica Cloud, the cloud platform
seems to be on the way to helping our goal of operating in a fundamentally different
way — more flexible and responsive to business needs. Recent changes to the
applications have been fast, and integrating to other apps, no longer seems to be a
complex and overwhelming task.
Better Focus; More Flexible, Economical and Scalable; and Faster Deployment
• Better Focus: The cloud platform has increased IT teams’ productivity, since
there are no upgrades and customization is easy, thereby preserving valuable IT
resources for other strategic initiatives. The team is no longer thinking about
servers, networks and storage units. Remote management and administration
are an option.
• More Flexible: The platform provides a flexible user Interface.
Figure 4: Previous CRM Landscape

• Economical and Cost-Efficient: Deployment: Up to 60 percent lower
maintenance costs vs. on-premises platforms. The number of people needed
for the CRM technical operations team has been cut from 14 to six. There’s no
need to maintain multiple components such as hardware, Web servers,
databases, integration brokers, etc.
• Scalable: There’s an option to scale out by adding more applications or to scale
up with larger instances to the next possible configuration level or package.
Scaling IT infrastructure up or out has never been easier.
• Faster Deployment: CSC Salesforce Enterprise deployment from license
acquisition to use took 64 days, while Informatica integration took a couple of
weeks. It was all possible because there was minimal or no software to install
or manage; it was graphical and easy to configure; required minimal coding; and
used Informatica’s prebuilt template integration processes for the most
common integration scenarios, with minimal reliance on niche middleware skills
or coding skill.
THE SECRET TO CLOUD DEPLOYMENT
1. Vision and Strategy: A clear vision is needed of what is to be accomplished.
The vision drives the strategies and decisions at every step of
Figure 5: Current CRM Landscape

implementation. The vision and strategy provides a compass for the
program and reinforces the sense of ownership, accountability and
engagement of the program’s executive sponsors.
2. Business Metrics: Once the program strategy is clearly defined, it is
important to identify and prioritize the product capabilities that will achieve
the corresponding business results. These capabilities are tied to metrics
that can be captured and used to justify a business case. In our case, success
metrics tied to sales force capabilities included:
• 100 percent adoption of Salesforce in 30 days
• An increase win rates, deal size and pipeline velocity by 10 to 20
percent, with demonstrated results as fast as 90 to 120 days through
the execution of the CSC Sales Process and Opportunity
Management Methodology.
• Increased Share of Global 1000 Accounts: the ability to collaborate in
real time and execute a client strategy and client plan in Salesforce
will improve the productivity and penetration of the G1000 by 20
percent.
3. Adoption: To encourage adoption, an executive sponsorship and strategic
adoption plan that include a communication and leadership plan is
important. Two key initiatives that greatly speed up adoption are a
communication plan and leadership training. When managers and
Figure 6: GSM Salesforce Ecosystem

executives use Salesforce as a tool to lead their organizations, adoption is
typically very high.
4. Sponsorship and Governance: It’s critical to have active sponsorship at the
executive level. The executive must be accountable for the success of the
program and support the stated vision and objectives. Second, it is
important to have a well-defined program and governance model.
5. Process: It is important to spend time reviewing the business processes and
redesigning them as appropriate to meet the stated business objectives. In
our case, common end-to-end (E2E) sales models were defined to be
adopted by CSC Sales.
6. Roadmap: The roadmap should include the key initiatives toward achieving
the program’s goals and objectives, as well as the approximate timing and
any interdependencies. During roadmap development, it is important to
correlate these initiatives with the strategy and objectives defined earlier.
7. Technology and Data: Finally, the implementation approach must include
technology and data strategies and guidelines for all major components of
the program delivery, taking into consideration the business objectives
defined earlier. An efficient implementation must address the following
topics:
• Design Guidelines. The first step is defining the design guidelines that
will help drive consistency in an implementation. These guidelines
include the security model, how changes will be managed, and naming
conventions for customizations, to name just a few.
• Data Strategy. A data strategy should be determined early in the
program, since data quality and potentially dirty customer data could
have a significant impact on adoption. An effective data strategy must
address combining current on-premises (in our case, SAP CRM)
information with Salesforce information as data is migrated from the
current environment.
• Integration Strategy. Integration with on-premises systems (in our case
SAP CRM and SAP BI) and data is extremely important, and the proper
plan and right middleware tool (in our case, Informatica Cloud) should be
considered early in the project.5

LIST OF REFERENCES
1. Final Version of NIST Cloud Computing Definition
http://www.nist.gov/itl/csd/cloud-102511.cfm
2. What is cloud computing?
http://www.Salesforce.com/cloudcomputing
3. Journey to Your Cloud White Paper – VMware
https://www.vmware.com/files/pdf/vmware-journey-to-your-cloud-wp-en.pdf
4. 5 steps to a successful implementation
http://help.salesforce.com/servlet/servlet.FileDownload?file=01530000001x34
cAAA
5. Salesforce: Seven Domains of Successful SaaS Enterprise Deployments
http://research.pcworld.com/whitepaper6977
DISCLAIMER:
The information, views and opinions expressed in this paper solely constitute the authors’ views and
opinions and do not represent in any way CSC’s official corporate views and opinions. The authors have made
every attempt to ensure that the information contained in this paper has been obtained from reliable
sources. CSC is not responsible for any errors or omissions or for the results obtained from the use of this
information. All information in this paper is provided “as is,” with no guarantee by CSC of completeness,
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