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“Good Luck With That!” 1 Global Program for 18 BUs – #DF16

Today I attended the Dreamforce 2016 session “Good Luck With That!” Running One Global Program for 18 Business Units by Sharon Moura from Tyco. Tyco is a $10B global fire and security leader moving from a holding company to an operating company model.

In 2015, they set a course for becoming commercially excellent amid the complexity of 18 independent business units operating in more than 20 countries across six Salesforce instances. Sharon shared the tools, techniques, and behaviors required to successfully lead an enterprise strategic program and deploy a “one Tyco way of working.”

In 2012, they were a holding company, and a typical company that has been through acquisitions and mergers. Two years ago a new CFO was brought in, and he came with a vision of a commercial ecosystem where everyone sold, serviced, and helped customers. A customer-centric vision. At the time, Tyco had approximately eight Salesforce orgs and an exponential number of processes as every function, every country, every department did things their own unique way. Ultimate flexibility existed. But, with a vision to have one Tyco, this had to change.

They embarked on a journey to change this through a global program that could reach the vision of empowering all commercial teams in marketing, sales, customer service, field service and even in the back office to follow the same processes and put the customer’s success at the center. This required cultural change, business process change, system changes and personnel changes. Key to their success was strong, senior executive sponsorship from their chief commercial officer and their chief information officer, who had direct ties and influence into the CEO.

In 2012, they had told the “street” that they would no longer be a holding company; they were driving to be an operating company and by 2014 would become a growth and innovation company. They started with the back office, consolidating and unifying processes. Next was the Commercial organization, which was a much bigger challenge. They created an IT solution center focused on commercial excellence. The first stage was to create their Global Template which was a document with:

  • three-year roadmap of business capabilities and business value
  • Level 0 to Level 2 Business Processes
  • Data Standards
  • Commercial Policies

During the process, they did not dive in to the current state for each business unit, but rather focused on the future state. As one example of consolidation, they went from having 212 sales stages down to six!

They created the Global Template in time boxes in an agile method with business SMEs. They had to do it this way to get to decisions quickly. They then configured the Salesforce orgs and deployed the Global Template. It took eight weeks to create the Global Template across their 18 business units and 30,000 employees. Some orgs have been consolidated and others will remain; they are separating based on the business model, one for global direct and others for indirect business models.

After creation of the Global Template, the next step was Immersion where they focused on educating and managing change. Each team had to sign a social contract.  The social contract allowed them to indicate if they were fully onboard, were partially on board, but felt certain things were missed or, not on board as they needed more time. This allowed change managers to address these specifically.

Having Global Process Ownership was another key ingredient to their success. The owners would work with their team to understand business needs. They have to come to Change Control Board with background on why a new capability is essential, how it will benefit the business and who will be the change agents. They cannot just come with a request for five new fields and expect to get them without making the business case. Previously, they didn’t have the concept of process owners, had to sell the idea. They would like them to become FT and permanent positions, but they are not now.

This was a large strategic program for the company and there were many pieces that had to come together to be successful:

  • need awesome program team
  • strategic program leader  who can set pace and sequence. They had a roadmap, but have to align changes as the business continues to change, and to manage stakeholders
  • have a program leader – PMO
  • business unit sponsors and champions
  • business architect and process leads  – sales, service, marketing
  • change leader full-time
  • training leaders
  • architecture, design, build leadership
  • business consulting partner – need to have a strategic partner that is with you the whole time to make sure they’re going in the right direction

Below are some good tips or takeaways on how to run a successful Global Program:

Know the answers to these questions:

  • What level of  adoption is required for success?
  • What does Quality adoption look like? What specific behaviors?
  • Each group you should have a specific measure

Get your hands dirty, dig in:

  • understand the people and what’s important to them
  • you will invest a ton of money and feel like it still wasn’t enough

Executive Sponsorship:

  • They have a very little bit of time, have ADD, so have to be focused, and they can change during the timeframe of the program
  • Anticipate the noise
  • Root out misalignment and lack of accountability

Middle Management:

  • Make it super easy for managers to adopt
  • Focus on how this will make them and their team more successful
  • Educate managers on how to lead change


  • Change is very individual, and there are more of them than there is of me
  • Personas – understand the sentiments of them and have a plan for addressing their specific needs


  • Know them in advance
  • Focus on on leading indicators
  • Know which one are short cycle vs. long cycle benefits
  • Measure, communicate, repeat
  • If you don’t see the benefits – stop and adjust your recipe

Passionate experts:

  • Main ingredient for success
  • Find that talent
  • They are motivated and engaged
  • Be determined and persistent
  • Diverse
  • Bring them into your team, harness their passion

How to enforce the standard:

  • Hopefully love what they do and growing the business
  • Governing it through the CCB
  • Have to reinforce that the “wild west” is gone, can’t do on own anymore
  • Have a backlog and a release management program
  • Are very transparent about process and priorities

I found this session to be very helpful and something many of larger enterprises using Salesforce we speak to would benefit from. With the combined expertise of Perficient’s Management Consulting and Salesforce practices, we can help organizations plan and implement strategic programs such as Tyco did to optimize your business.

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Jenn Mertens

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