How Morgan Stanley is Using Apps to Transform the Workplace
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The document discusses employee engagement solutions and the adoption of cloud technology while emphasizing security and user experience. It features insights from leaders at Capgemini and Morgan Stanley, highlighting their strategies for HR transformation and app development efficiency through a Center of Excellence model. The presentation also covers the importance of executive sponsorship, governance, and security in successful app deployment and cloud integration.
How Morgan Stanley is Using Apps to Transform the Workplace
- 1. Agile and Cost Effective Employee Engagement Solutions Cloud Adoption While Ensuring Security & Consistent User Experience Ashvin Parmar Principal, Capgemini [email protected] Brian Kelly Executive Director, Morgan Stanley [email protected]
- 2. Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward- looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements. Safe Harbor
- 3. Session Overview Learn how • IT can be the hero and help accelerate HR transformation • To create a seamless experience for employees • Integrate employee front end with corporate functions systems on back end • To leverage strategies and best practices to build and deploy cost effective and agile applications Speakers • Brian Kelly, Executive Director HR & CS IT, Morgan Stanley • Ashvin Parmar, Principal of Insights and Data, Capgemini
- 4. Brian Kelly Executive Director, Global Head of Corporate Services & HR Technology, PaaS Center of Excellence
- 5. About Brian Executive Director Morgan Stanley Global Head of Corporate Services & HR Technology, PaaS Center of Excellence Previously with Bank of America Merrill Lynch Manages team of 60+ technologists across 5 different countries Salesforce Center of Excellence includes 3 onshore & 6 offshore resources
- 6. • Established in 1935 • HQ Midtown Manhattan, New York City • 40+ countries, 1300+ locations, Over 55K employees • Global Financial Services firm offering products and services across 3 business segments: Institutional Securities, Global Wealth Management, and Asset Management • 2014 Net Revenues of $34.3 Billion • 2014 Investment Banking Ranked #1 in Global IPOs, and #2 in Global Announced M&A Source: Morgan Stanley Q4 2014 earnings release
- 7. Focus is the Business but Our DNA is IT • Enable business through technology innovation • Commitment to cutting edge of app dev trends, while remaining keen on data security and risk controls • Solutions must be cost effective with ROI supported business cases • Focused Time-to-Market: Decrease developer hours spent in all phases of application development from design to deploy • Lower TCO: Reduction of hardware, software, and supporting infrastructure
- 8. Ashvin Parmar Principal, Global Head of Data Security, Insights & Data, Capgemini Financial Services
- 9. About Ashvin Principal, Capgemini Financial Services Global Head of Data Security Previous Citigroup Manages team of 200+ technologists across 2 countries Engagement Manager and Strategist for Morgan Stanley’s Cloud Enablement in HR and CS areas
- 10. Capgemini is a “top tier” Global Strategic Partner Implementation Methodology Capgemini’s CapGEM methodology for Salesforce solutions helps drive adoption via early business testing, and rapid, iterative rollouts Scope Of Services Capgemini provides end-to-end solutions from strategy and design, to solution development and implementation COE’s Capgemini serves clients globally from our Centres of Excellence through our Rightshore® Model Rich Bouquet of Services SALESFORCE.COM CRM ADVISORY SALESFORCE.COM IMPLEMENTATION INTEGRATION & MIGRATION SERVICES FORCE.COM & VMFORCE APPLICATION FACTORY APPLICATION MANAGEMENT & MANAGED SERVICES Solution Validation Solution Development & Testing Solution Deployment Rapid Development SprintsRapid Solution Validation Rapid Solution Workshops Draft Process Flow Diagrams (Optional) OUTPUTINPUT Enhancement Opportunities Future State Processes Finalized Requirement Matrix OOTB Functionality Matrix Rapid Solution WorkshopsRapid Solution WorkshopsRapid Solution Workshops Future State Requirements Workshops UAT E2E ALL Pilot Early Business Testing Rapid Rollouts 1 2 Project Timeline Weeks 1 to n….. Iteration 1 Solution Definition, Design & Development Solution Testing User Experience Program Management SIT UAT Deployment Solution Architecture / Release Management Project Setup Discovery User Experience Testing Planning Go Live Warranty Planning Inputs to Design Iteration 2 Iteration 3 Iteration … Iteration n Change Mgmt Organizational Change Management to Drive Adoption Iteration specific UAT Project Management – Scope / Progress / Risk / Issues / Knowledge Transfer 1000+ Salesforce practitioners world- wide, including: 900+ Certified Consultants across Sales Cloud, Service Cloud & Developer areas. Many practitioners are certified in more than 1 application. 300+ Business Analysts, Integration Developers, Testers, Data Specialists & Reporting Analysts 50+ OCM & Training Specialists 30+ Large Engagement Managers Approved Plans to add another 800+ practitioners in 2015 through recruitment and internal training/ certification initiatives France India US § Associated with Salesforce since 2007 § Global Strategic Partner Status and Privileges § Strong collaboration across Leadership, Sales, Project Delivery and Product Management § Launched 3 Fullforce Solutions around Retail, Insurance and Manufacturing § Chosen to participate in the “Invite Only” Service Cloud Seat at the Table program and Platform Ignite Programs § Partner Award for Innovation in Marketing” – Dreamforce 2012 § “Industry Innovation Award” for our Retail “Fullforce” Offering – May 2014 Deep implementation expertise with platform
- 11. Opportunity Develop Integrated Employee Engagement Solutions
- 12. Evaluate and adopt optimal cloud strategy to harness benefits of cloud computing Managing concerns around data privacy and security - Evaluate cloud for infrastructure and business solutions - Leverage optimal mix of cloud technologies to provide business value - Examine business processes that can be migrated to cloud based on technical and business considerations - Ensure full compliance with Morgan Stanley security standards - Lead Firm-wide implementation of new security standards for Cloud adoption Morgan Stanley’s Employee Engagement Objectives
- 13. Our Solution & Approach Shared Services based Delivery Model
- 14. 0 10 20 30 Year 1 Year 2 Driving Toward: 30 Apps In 2 Years HR Apps Center Of Excellence (COE) SalesforceCompliance Exec Sponsors Other Vendors Info Sec Legal Speed is the New Currency for IT Our Solution: Center of Excellence Drives App Building Velocity
- 15. Why We Decided on Salesforce We have a strategic partnership with Salesforce Availability of skill set in the marketplace Cost avoidance of infrastructure and maintenance Good hybrid between buy vs. build Mobile-first strategy
- 16. COE Operating Model Cloud Fitment, Development & Support
- 17. Our App Intake Process Application Inventory BUY – SELL – HOLD PaaS Criteria ROI New Application “GREENFIELD” “BROWNFIELD” Client Buy-In
- 18. Capgemini Cloud Assessment (CCA) Framework 7Copyright © Capgemini 2013. All Rights Reserved inCloud | August, 2013 Capgemini inCloud Assessment Process and Flow of Information 8Copyright © Capgemini 2013. All Rights Reserved inCloud | August, 2013 In approximately six to eight weeks, Capgemini inCloud provides you with three simple, yet powerful deliverables: Recommend End State Architecture • Identifies action for each application being analyzed • Includes a list of initiatives to • improve technical and functional quality • reduce support costs • eliminate redundancies • mitigate potential risks. Justify Deploy Business Case • Demonstrates business and financial value of portfolio transformation. • Justifies the value of the rationalization design • Empowers key stakeholders to progress to next steps Deployment Roadmap • Charts the journey from the ‘As-is’ to the ‘To-be’ state. • Includes design results, schedules and execution priority details. Capgemini inCloud Deliverables § Built leveraging Capgemini’s “industrialized” WARP approach and methodology § Answers the question of “which apps to move to the cloud” § Builds a business case that shows ~25-40% TCO drop after moving to cloud § “Cloud Agnostic approach” built for leading cloud platforms like Force.com, AWS, Google & others Structured Process With Well defined Deliverables What is CCA?
- 19. CCA Process and Flow of Information 3. Proof-of-Concept Planning 2. Migration Pattern Assessment 1. Cloud Suitability Assessment Cloud or Not Cloud Options IaaS PaaS SaaS Private or Public Applications i. Initially determine if an app is suitable for cloud ii. If “cloud suitable”, determine what cloud options may be viable (e.g. IaaS, PaaS, SaaS) Multiple options may apply iii. Also determine public or private cloud Migration Pattern Retire/ Consolidate Migrate Re-host Re-platform Remediate Re-write i. Identify apps that can be retired and/or consolidated ii. Determine appropriate migration pattern iii. Estimate rough level of migration effort
- 20. Delivery Model Aligned With Functional & Technical Requirements Force.com implementations can vary in technical and functional complexity. 1. Technical complexity Represents extent of customization, and intricacy of integration. 2. Functional Complexity Represents spread of application in terms of number of users, business units, territories, roles or multi- countries rollouts. We execute quick proto-types and agile application development to expedite time-to-market, and jointly drive solutions development with the business. From Rapid to Enterprise Technical Complexity (Customization) FunctionalComplexity(Spread) Mainly Config. Low on Customization Highly customized and heavily integrated with an enterprise architecture Simple Workflows Minimal Integration Less Sensitive Data Multi-regional Functionality Complex Integrations Highly sensitive Data Configuration Configuration and Integration Configuration, Integration, Customizations, Rollouts Rapid Implementation (2- 4 weeks) Standard Implementation (2 - 3 months) Enterprise Implementation ( 6- 10 months)
- 21. 3-phase Agile Force.com Project Implementation Methodology Focus Activities User Training Operational Handover Create Reports and Dashboards Design Product Backlog Define Architecture Design Integration Design Data Security Sprint Plans and Estimations Setup Tools and Environment Configure and Customize Processes Clean, De-Dup, Migrate Data Build interfaces and Integrations Functional and Integration Test Initial Solution Vision Priortised Deliverables Ready for Acceptance Operational Release § Rollout § Application Management Ready for QA Analysis and Design Configure and Customize Validate and Deploy 101010 1010jjkj k0101 § User Feedback § Interim User Acceptance Phases Requirements & Analysis 1 Development Closure 2 3 Tools § Pilots § Integration Playbook § Data Migration Playbook § Development Tool kit § Reusable common components Project Roles Final User Acceptance Production Release Deploy Package Create Training Guides End to End Test Detail Business Processes Design Reports § Product Owner, Process Owners(s),IT Owner(s) § Architects, Force.com Developers, Testers
- 22. Redesign of election website for Bonus and Salary Waivers App Example: My Elections
- 23. Key Enablers Collaborative Program Management with Business & Technology
- 24. 3 Keys to Building & Deploying Successful Engagement Apps 1 2 3 Executive sponsorship Watertight governance Uncompromised security across every employee
- 25. ROI: Is PaaS providing something that is better, faster, & cheaper Quick prototyping: Quickly evidence success through agile development methodology. App intake process: What existing applications are good candidates for the platform? Tip #1 Executive Sponsorship is Critical to Success
- 26. Tip #2: Governance Establishes routines across all key stakeholders Allows central monitoring of ROI, project health, and overall program health Creates a forum to raise awareness around risk & issues 3 2 1
- 27. Full Compliance with Firm’s Security Controls & Processes Tip #3: Setting up Security on the Platform Continued Data Security Authentication Authorization Audit Risk category Risk description Data Security in a multi-tenancy environment. Risk mitigation Data Encryption based on Information Security and Business Unit guidelines. Strong authentication solution compliant with Firm’s blueprints. Authentication using Firm’s SSO standards. Integrated entitlements with proper control and oversight. Programmatically provision user accounts, and integration with Firm’s central entitlement engine. Logs of security-relevant events and communications not subject to Firm audit or response. Feed SFDC logs into Firm-standard reporting and response mechanisms.
- 28. Tip #3: Setting up Security on the Platform • The overall security facility provides perimeters for each level of access. • The outermost perimeter provides the ability to access the Force.com platform with the inner most perimeter providing the ability to access sensitive data. • Profiles, IP addresses and permission sets provide the capabilities to implement this approach on the force.com platform. User Security Network Level Security Application Profiles Object Level Security Sensitive Data User / Password Permissions Permission Set with Object Access Profiles with Application Access MS IP Address Level Access Permission Set with Field Level Access
- 29. How we architected platform security Tip #3: Setting up Security on the Platform Continued Encrypted Data Decrypted Data Legacy Data PowerCenter Employees
- 30. Q&A
- 31. Thank you