This document summarizes a presentation by Peter Coffee on securely sharing information using social tools in enterprises. Coffee discusses how cloud computing can help knowledge workers better share information and how social tools can be integrated securely. He notes that enterprises are moving away from isolated legacy systems towards more collaborative cloud environments that facilitate knowledge sharing. Coffee also outlines how companies can participate in online communities and conversations to better understand customers.
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3. Drucker Had It Right
“The typical large organization, twenty years hence, will be
composed largely of specialists who direct and discipline
their own performance through organized feedback from
colleagues and customers.”
“It will be a knowledge-based organization.”
Peter F. Drucker, in The New Realities
…in 1989
4. Barriers to Becoming Knowledge-Based
Complex legacy IT portfolios can make the simplest data
integration an overwhelming task
Cumbersome, brittle integrations demote end users to
information consumers
Path of least resistance
over-emphasizes rear-
view mirror views of
historical data
5. “Why aren’t enterprise apps as easy to use as Amazon.com?”
– Straightforward to discover and evaluate
– Negligible cost of adoption
– Non-disruptive upgrades
– World-class infrastructure robustness and security for all
Myths require busting
– Multi-tenancy does not preclude top-tier security
– Packaged services can still enable deep customization
– Remotely operated systems can integrate with legacy assets
– Individual customers can still accept or defer upgrades at will
These cloud truths are still “new news”
– If you have to buy new hardware, it is not a cloud
– If you have to install, patch, and disruptively update software, it is not a cloud
Cloud Apps Enable Knowledge-Centered Systems
6. Trust Attainment Enables Cloud Adoption
Robust infrastructure security
Rigorous operational security
Granular customer controls
– Role-based privilege sets
– Convenient access control & audit
“Sum of all fears” scrutiny and response
– Multi-tenancy reduces opportunities for error
– The most demanding customer sets the bar
7. It’s hard to add security to a tool that shares by default
It’s possible to add social tools to a proven trust model
Enterprise Clouds Enable Secure Communities
8. What is the organization’s mission?
What information supports that mission?
Where does it originate?
Who holds it?
Who can see it?
What events change it?
When is that important?
How do people know?
How can people act?
The Map to “Securely Social”
9. Social Business Processes
Collaborative
process creation &
maintenance
Best practice
sharing
Integration with
feeds and other
social channels
Social process
monitoring
Steve Wood. Great – I can help
with the case escalation by linking
in the Apple Escalation Process.
New process created: iPad Tier 1
Support Process (Goals: Run
time, 5 min)
Andrew Leigh. I need to create a
new customer service process for
the iPad, can you guys help?
Varadarajan Rajaram. Yes, I
know this product well – there are
a bunch of solutions I can build
into this process.
10. Whose Knowledge Is It, Anyway?
Innovation “goes rogue” when:
– Products are open-source and/or
highly configurable/customizable
– Some users have incentive to innovate
– Some innovators have incentive to share
– Diffusion of innovations is inexpensive
The user conversation will take place
– Users can readily find each other
– Users turn to each other for affirmation
as well as for assistance
– You can host the conversation
11. Are Your Customers Pulling Their Weight?
Ideas has been an unbelievable home run. We are loving
it―the voice of the customer is totally present at Starbucks
in a brand new way, thanks to the Force.com platform.
“
”Chris Bruzzo
CTO, Starbucks
12. The Map to “Securely Social”
Where are key players already having conversations?
What facilities exist for tapping that stream?
What are the cultural norms of that community?
When should you be present?
How should you participate?
Who will represent you?
How will that process scale?
What will you learn?
How will you change?
13. 2009: Social Networking Surpasses Email
Email Users
Social Networking Users
GlobalUsers(MM)
Social Networking Users
Surpass Email Users in 7/09
Source: Morgan Stanley Internet Mobile Report, December 2009
Data is for unique, monthly users of social networking and email usage.
14. The New Conversation
Take the workplace from
Newton to Einstein
– Not a static space defined
by an org chart
– A dynamic space, continually
redefined by relationships
of people and events
Enable a social component
in every Force.com app
– Current apps simply acquire
the new behavior
15. What Should Drive Your New Initiatives?
Goals:
– Collaboration
– Creation
– Knowledge Identification
– Talent Motivation/Retention
Methods
– Knowledge Capture
– Publication/Subscription
– Peer Tagging/Rating
– Social Networking
– Social Metrics
17. www.networkworld.com/news/2008/102908-bechtel.html
“If you take the ideal
world, everything is
done as a service:
computing, storage,
software and
operations.”
“The risk for enterprises
that don't start a SaaS
migration strategy soon
is that their IT
organizational structures
will be a competitive
disadvantage.”
Geir Ramleth
CIO, Bechtel Corp.
18. Cloud Computing Shrinks IT’s Carbon Footprint
On-premise Software
CO2 Emissions
(grams CO2 per transaction)
0.2 0.03
1.35
* “Cloud Computing Emissions Comparison,” Nucleus Research, 2 Sept 2010
Watt-hrs per transaction statistics converted to CO2 / transaction by salesforce.com
using U.S. carbon output ratios computed by region by EPA
19. If we talk about cost reduction, the most I can do for you is cut your
IT spending by 100%. Then we’re done.
If we talk about value creation, I can keep on delivering value with no
upper bound. That’s a much more interesting conversation.
The Cloud’s Lower Cost is Compelling. So What?
If you want cheap IT, go ahead. You won’t
be in business next year. Your competitors
will do projects with attractive ROI, while
you spend less, and you won’t be
competitive in service or performance.
Demand curves slope downwards. Better
apps at lower cost will expand demand and
grow total IT spending. And that’s OK.
20. 1999: Why isn’t all enterprise software like Amazon.com?
2010: Why isn’t all enterprise software like Facebook?
21. True Cloud Storage as a Service
– No one can sell you a hard drive that tells you when your data’s out of date
– In the cloud, your storage can be self-cleaning
True Cloud Customer Support as a Service
– No one can build you a call center that knows everything your customers
know…and everything they’re saying to each other about you
– In the cloud, your service center can embrace and interact with social nets
True Cloud Application Platform as a Service
– No one can give you a local development platform that automatically deploys
your applications onto every new portable device
– In the cloud, apps can acquire new features and support new devices at zero
cost to the developer
Let’s Not Settle for Parity
22. Addressing Data Quality:
A Cloud that Maintains the Cloud
Largest, Most Accurate Database:
22 million+ B2B contacts
Massive, Engaged Community:
1.2 million+ community adds 36,000 new contacts
per day
Real-time Updates:
Community updates 12,000 contacts per day
23. Today’s Contact Centers Can’t Connect with Customers
But customers have moved to Cloud 2:Built for this:
Contact Center
Community Sites
24. Bank of America Joins the Twitter Conversation
Responds in real-time to customer
tweets (average 1,100 tweets per day)
6,000 Twitter followers
Personalized Service: each twitter
agent has a picture and name
Operationalizes Twitter as formal
customer service channel
David Knapp
Customer Service
Bank of America
25. You Don’t Need to Do it Yourself
Cloud partner ecosystems offer broad expertise
Don’t choose the least unsatisfactory service
– Schumacher Group worked with Astadia to transform ER management
– Salesforce CRM + Workday HRIS + Google Apps + GE Centricity…
Orchestrate, optimize, integrate
Customer service is moving quickly to the cloud and
we're helping contact centers take advantage of the
move. Gartner says that by 2013 at least 75% of
customer service organizations will be using a form
of cloud computing, and Astadia plans to be a
strategic leader in adoption for the industry.
“
” Ron Goldman
Service Cloud Director
Astadia
26. Measured Results: Far Superior to Process Migration
2009 IDC Research Report
Savings with Force.com
Staffing 76%-85%
Development Time 76%
Time to Make Changes 75%
Total Cost 54%
27. Qualcomm Opens New Support Channel In One Week
Mark Silber
IT Systems Architect
$11B Chip Manufacturer
20,000 customers (engineers) that require 24/7 support
Deployed first customer portal in 1 week
Retired 40 servers and 11 databases
Reduced IT CRM support costs by 60%
100,000 self-service portal users
28. New Capabilities Added At Will…
…Not When the Capital Budget Allows
Chatter PlatformChatter Platform
Profiles
Check to Enable
Feeds
Status Updates
Groups
Apps
Document Sharing
Social Apps
29. Customers Building Cloud Apps:
5X Faster at Half the Cost
Franchise
Management App
1/3 the cost of .Net
Departmental
Apps
Medical Research
Apps
Added 11 New
Products in 12 Months
Business
Process Apps
Data-Driven
Web Sites
Community Web Site
10 Million Users
Built in 3 Weeks
Replaced 5,000
Notes Seats
5X Faster
1/5 the Cost
Lotus Notes
Replacement
31. Peter Coffee
Head of Platform Research
pcoffee@salesforce.com
facebook.com/peter.coffee
twitter.com/petercoffee
Q&A?
Notes de l'éditeur
Any purchase decisions customer make should be made based on currently available technology.
Comprehensive reviews, and cost-effective amortization of security costs across multiple tenants enables superior trust at competitive prices
Starbucks is a great example of a very unique challenge that the force.com platform was well suited to address. They wanted to deploy a new web application to allow for seamless collaboration with their millions of customers.
Using the force.com platform they built and deployed mystarbucksideas.com. Mystarbucks ideas makes it easy for starbucks unleash the power of their community. By creating an interactive Ideas forum where customers can vet their best ideas, they have uncovered new opportunities and instilled sense of co-ownership with their most passionate evangelists.
The best ideas bubble to the top as people can post new ideas or vote and comment on existing ideas. Harnessing the wisdom of crowds has never been easier. For IT this was a huge win in delivering truly transformation innovation to the business all with no infrastructure and no software.
In 2009, we witnessed a seminal moment in a shift to social networking. In July, 2009, Social Networking users surpassed email users. And that is AMAZING. What does it mean?
If you go to colleges or high schools, they don’t use email. They look at email as antiquated. They use facebook,twitter, and lots of other social apps. They are logging in multiple times a day.
This is the future and this is the way people expect to communicate with others. This is the new norm for communications and will only get more powerful over time.
Within the organization, there are also social systems that should be channeled toward useful ends instead of becoming pathways to faction and dissent.
At all points in the process, the question should be, not “How do we use this cool technology?” but “How do we solve these long-standing business problems?”
Web 2.0 is not a technical initiative – it should be, instead, a recognition that new technologies are relevant to solving problems in far more interesting ways at far lower cost than ever before.
At all points in the process, the question should be, not “How do we use this cool technology?” but “How do we solve these long-standing business problems?”
Web 2.0 is not a technical initiative – it should be, instead, a recognition that new technologies are relevant to solving problems in far more interesting ways at far lower cost than ever before.
In 1999, we asked a simple question: why isn’t all enterprise software like Amazon.com? I don’t install anything, I don’t upgrade anything, it scales. It was amazing. It was a killer app.
But now, in 2010 we ask a different question: why isn’t all enterprise software like Facebook?
It’s easy. It’s fun. It’s entertaining. It’s informational.
We learn all these things about the people we care about.
What if we could share and collaborate like this within our company? What if you knew about all of your employees, your customers or your systems as well as you new your friends and family on Facebook?
Absent reliable data, CRM would be a definitive case of GIGO. Jigsaw has already proven to be an effective combination of the cloud’s communities and incentives with the enterprise capabilities of CRM; the salesforce.com acquisition takes nothing away from that community, but adds valuable ease of comparison and correction within the salesforce.com application context
Before Salesforce, our customers all had a common problem.
When their customers wanted customer service and an answer to their question, they don’t want to pick up the phone today. Instead, they jump onto Google and type in their question. Or they go to Twitter to reach out to the community for an answer. They are looking for faster ways than sitting on hold on the phone with someone that may not have the right answer.
Unfortunately, yestersday’s call centers don’t work with Google, Twitter, Facebook or community sites. Companies are struggling with how to bridge the gap between their existing call center technology and The Cloud, where their customers are today.
Bank of America is a great example of a company that has joined the Service Cloud. Bank of America recognized a year ago that many of its customers were on Twitter, having conversations about BofA on Twitter. People were asking questions if BofA was better than Chase and how good the interest rates were at BofA. Some customers were complaining and some were just talking about their experiences at BofA.
Using Salesforce for Twitter, BofA joined these conversations in the cloud and brought these tweets into Salesforce so agents could manage and respond to them. Today the company manages over 1,100 tweets per day and has over 6,000 followers. They have had very positive results in being able to quickly resolve customer questions that probably would have been unanswered without Salesforce for Twitter.
Because you don’t have to worry about servers, software stacks, or building a lot of these common application components yourself, you can build apps much faster and less expensively on Force.com.
IDC recently conducted and in-depth, groundbreaking study that found customers were able to build apps about 5 times faster at about half the cost compared to traditional platforms like .NET. IDC interviewed many Force.com customers as the basis for this study and compared what they could do on Force.com vs. other platforms like .net.
You can see the time and cost savings here from the IDC study. Without having to develop and maintain infrastructure and reinvent the wheel and build analytics, mobile, search and other enterprise components, Force.com offers a better way.
Qualcomm, is an $11B developer of advanced wireless technologies and mobile data solutions. They make the chips in most of our mobile phones. Their customers are 10’s of thousands of engineers who use their specs to design mobile phones and related products.
These engineers need access to lots of technical engineering documents and they expect it to be available on the web in real time.
Before salesforce, Qualcomm had over 40 servers and 11 databases that tried to deliver this information to the engineers. It was a mess with no single place for engineers to go and an IT nightmare to manage.
Qualcomm chose the Service Cloud.
It took one person less than a week to customize, brand, and fully deploy the Salesforce Customer Portal, retiring the 40 servers and 11 databases.
Qualcomm also uses the Service Cloud contact center capabilities for case assignment, escalation, and auto response email capabilities.
* Salesforce saved Qualcomm an estimated $100,000 in hardware costs to upgrade existing, out-of-date on-premise solutions.
* The lack of hardware to buy and maintain allowed Qualcomm to reduce required support staff by 60%.
* Qualcomm increased their user adoption over 100%, from 30-40% to over 80%.
Changes are now deployed in minutes, hours and days compared to a 10 to12 week release cycle for the previous on-premise CRM system--and with no system downtime required.
With Force.com, it’s easy to build Cloud 2 apps.
Any app you build on Force.com can immediately take advantage of Chatter for collaboration, with no code required. Just select what applications and data (objects and fields) you want to enable, and updates to them will automatically appear in followers’ feeds, so your users will never again miss important information they need to be successful.
Force.com customers are building 4 different type of custom apps.
First, many customers are looking to migrate from legacy platforms such as lotus notes, to a modern web-based platform. For example, Lawson, the 2nd largest convenience store chain replaced 5000 seats of Lotus Notes, and built a new store development app 5x faster at 1/5 the cost.
Second, customers are also building departmental apps like the franchise management app that Haagen Dazs built for a 1/3 of the cost of .Net.
Third, customers are building public web sites that capture or deliver data such as leads, products, or events. For example, Starbucks built a website to manage volunteering events and pledges in 4 weeks, and it easily scaled to 2M visitors in the first week after their CEO announced the campaign on the Oprah show..
And finally, customers are building all types of apps to manage a range of business processes such as medical research at Genentech. Genentech used their medical research app to add 11 new products in just 12 months.