The State of Salesforce 2012 Annual Review
The State of Salesforce http://www.bluewolf.com/sosf For over a decade Bluewolf has been delivering on the promise of cloud technology, bringing agility and innovation to companies around the world. Our work spans a wide variety of industries, company sizes, and geographies. As a salesforce.com Platinum Consulting Partner we have completed thousands of projects globally and innovate on hundreds of live Salesforce instances every day. Data Sources Bluewolf sourced data from two locations. The first was a survey directed at Salesforce users and the second was data from Bluewolf’s proprietary knowledge database. Respondents Our first survey included the insight from 300 global Salesforce customers. A wide variety of roles, titles, and companies from SME to enterprise were represented. Methodology Using Bluewolf’s proprietary knowledge database we focused on distilling insights from project managers, as well as data from projects completed in 2011 and 2012. Salesforce, Sales Cloud, Service Cloud, AppExchange, Force.com, Chatter, Site.com and Radian6 are all registered trademarks of salesforce.com Inc. Table of Contents 02 The Rise of Social Salesforce.com’s Growth and Budget Trends 04 Current Priorities Bluewolf’s Perspective 06 Current and Planned Integrations Salesforce Customers React to the Social Enterprise 08 The True Cost of Cloud How Much Value Are You Getting from Salesforce? 10 The Case for Cloud Governance 8 Key Elements of Cloud Governance 12 5 Post Launch Mistakes How to Measure Adoption 14 Staffing for Salesforce Innovation The Elastic Workforce 16 Bluewolf Solutions The Rise of Social Lou Fox CTO Since Dreamforce 2009, salesforce.com has been focused on driving a new market: social. What does social mean? A social organization embraces change and supports collaboration, understanding that its most valuable asset is people and human interaction. Becoming social involves leveraging technology to unlock the collective brainpower of people in order to drive productivity. Before becoming social an organization must first become agile. An agile enterprise establishes processes that promote continuous innovation, leaves room for a little chaos, trains ongoing, leverages elastic resources, and embraces flexible technology. Many of the companies with which Bluewolf interacts aspire to become more social. Beyond this aspiration we also see clients challenged with: keeping Salesforce aligned with their changing business needs, understanding how to budget and staff resources dedicated to innovating Salesforce, and how to best serve diverse constituents. The rate of change that Salesforce enables requires a new and continuously evolving strategy. Bluewolf has built a fast growing global consulting organization and we believe in the promise of social. But creating a new market is different than measuring success within the current market. This report aims to separate
