1. Shiny Objects and Magic Wands:
Avoiding the Seduction of Quick Fixes
and Easy Answers
Marc Baizman
Dahna Goldstein
Rev. Tracy Kronzak
Vered Meir
Robert Weiner
March 24, 2016 #16NTCShiny

2. Housekeeping
Session hashtag: #16NTCShiny
Use our collaborative session notes:
http://po.st/shiny-16NTC

3. Session Agenda
Introduction – Marc
Technology – Robert
People – Dahna
Process – Vered
Putting It All Together – Tracy

4. WE WANT TO MEET YOU!
▸Introductions
Us
You

6. TECHNOLOGY ROBERT

7. Tech Doesn’t Exist in a Vacuum
▸OO + OT = status quo
(Old Organization + Old Technology = Status Quo)
▸OO + NT = EOO
(Old Organization + New Technology = Expensive
Old Organization)
▸Thanks to Peter Gross of Build Consulting. Original formula
from Michael Hammer.

8. Design Thinking
Image: springhillschool.org

9. Empathize
Image: The New Yorker

10. Define the
REAL
Problem
Image: The New Yorker

11. Envision Possible Solutions
https://www.flickr.com/photos/64910872@N05/

12. Focus on the “Best” Option(s)
Image: The New Yorker

13. Plan,
Prototype,
Test
https://www.flickr.com/photos/40964293@N07/

14. Be Realistic
Less Requires
More
&/or More
(and vice versa)
Images by ToniVC, Images_of_Money, Lego

15. PEOPLE DAHNA

16. https://www.flickr.com/photos/smemon/5446696316/

17. www.flickr.com/photos/27629847@N03/4208076125

18. Principles of Persuasion
#1: Reciprocation
#2: Social Proof
#3: Commitment and Consistency
#4: Liking
#5: Authority
#6: Scarcity

19. pixabay.com/static/uploads/photo/2012/04/13/14/17/two-32574_960_720.png

20. https://www.flickr.com/photos/jurgenappelo/10867592824

21. Modified from: https://www.flickr.com/photos/eschipul/2371505523

22. https://en.wikipedia.org/wiki/File:Bot%C3%B3n_Me_gusta.svg

23. Modified from: https://www.flickr.com/photos/jurgenappelo/5201872674

24. Photo credit: Donna Corless
Credibility =
+

30. https://www.flickr.com/photos/jurgenappelo/10867478416

31. https://www.flickr.com/photos/soukup/5157056203/

32. Process VERED

33. A VARCI chart can help
you and your team
clearly understand the
relationship between
People and Process in
your project.

34. • Has veto power over the entire process
• Sometimes (but not always) the same person as “Accountable”VETO
• The person ultimately accountableACCOUNTABLE
• The person who actually carries out the process
• Gets the job DONE!RESPONSIBLE
• People who are not directly involved with the process but are
consulted
• May be stakeholder or subject matter experts
CONSULTED
• Receive output from the process, or have some other need to stay
informedINFORMED

40. Project: Partner Leads Form

41. Needs for this project
Form to
Embed on
Our website
Mapping
form data to
Salesforce
(database)
System for
Managing
data (new
leads) in
Salesforce
…Oh yeah, I guess also some people
to budget time and money, and
have the skills to get it all done,
test, and then train people on how
to use it.

42. VARCI Case Study: Partner Leads Form
ROLE PERSON/PEOPLE
Veto ??
Accountable CRM Architect/Business Analyst/Marketing
Manager/?
Responsible Undecided, Vendor (web developer)
Consulted Digital Marketing Manager, AD of Sales
Support, CRM Director, Vendor (web
developer)
Informed ??
ROLE PERSON/PEOPLE
Veto AD of Sales Support
Accountable CRM Director
Responsible Business Analyst
Consulted Digital Marketing Manager, AD of Sales Support,
CRM Director, Vendor (web developer) users
across the org for testing
Informed Marketing Team, CRM Team

43. VARCI is Awesome Because
TEAMWORK MAKES THE DREAM WORK
And everyone loves corgis.

44. PUTTING IT ALL
TOGETHER TRACY

45. Investing in Your Organization
Leadership
(Process)
Resource
Investment
(Technology)
Training,
Change &
Transition
(People)

46. Technology Always Changes…
and So Must You!
▸Personal Computers – 1970s
▸Databases/Spreadsheets – 1980s
▸Email – 1990s
▸Social Media – 2000s
▸CRM – 2010s

47. Strategies for Adapting to Change
▸Evaluate true needs and
capacity
▸Have honest communication
AND conversations about
fear/failure
▸Delegate and maintain
momentum
▸Stay mission-focused (leave
egos aside)

48. Adapting is a Building Block
▸Rethinking Organizational Leadership
▸Taking Strategic Actions and Plans
▸Finding Shared Priorities

49. Practice Makes Perfect
▸No one size fits all
▸Frameworks for managing
change
▸No single tool/strategy
solves everything
▸It takes time, start and
stop is normal
▸There are no magic
wands!

50. Investing in Your Organization
Leadership
(Process)
Resource
Investment
(Technology)
Training,
Change &
Transition
(People)

51. Are you ready for change?

52. Dahna Goldstein
Altum
dahna.goldstein@altum.com
@dahnag
Questions?
Vered Meir
Year Up
VMeir@YearUp.org
@saltyfem
Marc Baizman
Salesforce Foundation
mbaizman@salesforce.com
@mbaizman
Rev. Tracy Kronzak
BrightStep Partners
tracy@brightsteppartners.com
@TracyKronzak
Survey: http://bit.ly/shinyeval
Robert Weiner
Robert L. Weiner Consulting
robert@rlweiner.com
@Robert_Weiner