Training 3,500 salesmen to do the right things – not just how to fill out Siebel screens
It all started 18 months ago when one of our largest clients “got the religion”. They understood the power of the approach that we were suggesting and decided to use our software application to improve the speed and quality of their SAP and Siebel implementation.
That was not the brave bit – we have a number of clients who have made this move. The critical part was that they were prepared to challenge IBM Global Services, their Systems Implementors, who REPEATEDLY tried to force them to use MSOffice as the core implementation and change management tool.
For more information on why the approach we are suggesting for software package implementation is different you need to read Chapter 12 of my recent book Common Approach, Uncommon results.
But in summary, the client used a process focused approach using an application which allowed them to develop a single model with input from a multi-functional team who are spread across 3 continents. This hierarchical end-to-end process model defined how the business would work, specified how SAP & Siebel would be configured, tested that the configuration would support the business end-to-end.
They held their nerve and this week they have the final proof, beyond doubt, that they made the right decision. So what happened this week. 3,500 salespeople around the world were trained on how to use Siebel – but not by being sent on a Siebel training course, not by being led through a series of Siebel screens. Instead they were being trained by following “Playbooks”. These are structured flows that step through the live processes and allows the salespeople to understand why they are doing things, how they do them…..and only then which Siebel screens need to be completed.
Some of the comments back from the most senior people in the client say it all….."The Playbooks on our intranet are fantastic!! I think our Client Exectives will love this. Make sure you give it hype as I think it will help with overall navigational differences in Siebel 7"
What made this possible was the vision of the Programme Manager. He understood how much they could leverage the original process definition work at the back end of the project. He understood the value of adoption – and at last he is seeing the benefits and getting the recognition within the company.
We all love a happy ending.
To go back to the main website http://www.ideas-warehouse.com/
That was not the brave bit – we have a number of clients who have made this move. The critical part was that they were prepared to challenge IBM Global Services, their Systems Implementors, who REPEATEDLY tried to force them to use MSOffice as the core implementation and change management tool.
For more information on why the approach we are suggesting for software package implementation is different you need to read Chapter 12 of my recent book Common Approach, Uncommon results.
But in summary, the client used a process focused approach using an application which allowed them to develop a single model with input from a multi-functional team who are spread across 3 continents. This hierarchical end-to-end process model defined how the business would work, specified how SAP & Siebel would be configured, tested that the configuration would support the business end-to-end.
They held their nerve and this week they have the final proof, beyond doubt, that they made the right decision. So what happened this week. 3,500 salespeople around the world were trained on how to use Siebel – but not by being sent on a Siebel training course, not by being led through a series of Siebel screens. Instead they were being trained by following “Playbooks”. These are structured flows that step through the live processes and allows the salespeople to understand why they are doing things, how they do them…..and only then which Siebel screens need to be completed.
Some of the comments back from the most senior people in the client say it all….."The Playbooks on our intranet are fantastic!! I think our Client Exectives will love this. Make sure you give it hype as I think it will help with overall navigational differences in Siebel 7"
What made this possible was the vision of the Programme Manager. He understood how much they could leverage the original process definition work at the back end of the project. He understood the value of adoption – and at last he is seeing the benefits and getting the recognition within the company.
We all love a happy ending.
To go back to the main website http://www.ideas-warehouse.com/
posted by Ian Gotts at 9:53 AM
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