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Building something from scratch used to be necessary. When mass production and interchangeable parts took root and the industrial age was spawned, we integrated hardware. This was an effective way to get to the goal instead of fretting about each nut, bolt and circuit. We moved this thinking to the
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Salesforce.com Success depends heavily on the approach, leadership and mindset of the team adopting the system. Having helped organizations become successful with Salesforce.com over thousands of hours of up front and personal work, it is obvious that those who succeed have a different mindset from those who get
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Salesforce.com has an interesting article on the impact of data and customization for the personalized marketing experience. As buyers, we experience this from world-class online merchants and companies that work relentlessly to provide a personalized experience. This happens when we peruse, get educated and buy. Our online profiles are
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Worshiping your plans is false security. Plans are imperfect. Reality is a much better guide to helping you get to your goals. Use action, iteration and execution to move the ball forward.
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Launching with Salesforce.com with a few people is much easier than launching with many. You can have a flexibility to your deployment approach when starting out because the ability to iterate in Salesforce.com affords experimentation. If you need new fields, then they can be added. If certain reports
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Buying Salesforce.com is easy; automating your business processes using Salesforce.com has a natural progression. In our Salesforce consulting, we like to help our customers to walk their process manually before automating. This allows for control and mastery before coding, scripting or creating a routine process structure. Approaching your
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Entrepreneurs are able to adapt and make decisions based on failing forward fast. It is different than those who are corporate types requiring definition. Data comes through iteration and getting a customer.
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Comfort zones can hold us back from the inevitable change and challenges which come quickly in today's economy. We must avoid the trap of complacency and always be about change.
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Relevance is dependent on your ability to remain agile.
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There is a misnomer based on old ways of doing business. Before we start, we had to have everything accounted for and figured out. We spent much time in planning. Of course the work was 2-dimensional at one time and we could move linearly and deliberately through planning before execution.
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It is really difficult to meet someone who has had a linear, planned out, perfect life, much less a predictable planned week. The number of variables to manage are too vast. The accident you did not plan for happened. The new competitor who got to market faster was not on