ARTIFICIAL INTELLIGENCE & YOUR BUSINESS: 3 THINGS TO KNOW

For Starters: This is Not Skynet

Artificial intelligence is all around you. You have been using it for a while, probably without even knowing it. Gmail finishes your sentences. Your phone corrects your spelling and grammar. Instagram decides what to show you next. Spotify creates perfect playlists of new music. Advertisements know exactly what you’re thinking. You use AI hundreds of times a day.

For some of us, this is an uneasy truth at first glance. We imagine computers ruling our world with cold efficiency, slowly robbing us of our freedoms. But AI is not the villain from our favorite dystopian movies. As fun as it is to get lost in the world of Terminator‘s Skynet, I,Robot‘s VIKI, or Captain Marvel‘s Supreme Intelligence, AI is far less sinister in real life. 

AI is a tool, helping to solve problems that require enormous computing power. It’s lines of code that process millions of haystacks worth of data to pull out a single needle in a matter of seconds. 

The point: AI is everywhere, and it’s not the far-off villain of Isaac Asimov horror fiction. AI is a tool that is seamlessly integrated into hundreds of your daily experiences. It’s not just for nerds anymore. 

Especially in business, there are a few things you should know about this tool if you expect to remain competitive in the coming decade.

3 Things You Need to Know:

(1) AI is Now a Commodity

Until recently, artificial intelligence was mostly the subject of science fiction writers; today it is the subject of your average software engineer. The application of AI has come a long way.

The business community has witnessed an integration of AI on a grand scale. Ubiquitous in all markets, it is written into many of the functions that we use on a daily basis. Furthermore, companies like Amazon and Google have used unimaginably large collections of data to perfect AI tools, and have commoditized them in the form of products like AWS and Google Cloud.

Some have chosen to ignore AI, not seeing value in tools they can barely understand. Meanwhile, fields that lean heavily on AI (like data analysis and business intelligence) have expanded rapidly in recent years. For example, CIO.com lists “BI Analyst” as the most in-demand tech job of 2019. AI is changing business.

A great example comes from an interview with the Harvard Business Review, MIT Sloan School professor Erik Brynjolfsson. He describes an AI program that reviewed recorded conversations of successful sales, and then listened in on active conversations between salespeople and potential customers. While they were on a sales call, the program used the data from successful pitches to make suggestions about words or phrases that the sales person could slip into their conversation to help close the sale. This small application of AI boosted sales by 50%.

Brynjolfsson strongly believes that the only thing holding businesses back is a lack of imagination by business executives on how to use these new tools in their businesses.

(2) Your Competitors Are Using AI

Even if you have a few data analysts on staff, you’re most likely not getting the most out of your software. Since AI is everywhere, it’s hard for CIO’s, tech leads, or business owners to find and use the full range of the tools that are available to them. For instance:

your CRM could be generating leads for your sales department in places they wouldn’t have thought to look

your supply chain solution could be dramatically cutting waste by ordering supplies to be delivered for the lowest shipping cost at the exact moment they are needed  

your security solution could be identifying fraud and malware threats before they strike, saving you the time and money you would have spent recovering from one employee clicking one email

your ERP could be spotting spending trends and suggesting campaigns to your marketing team 

You might ask yourself, Is it worth all the hassle? Do I really need to do all this? I’m getting along fine without AI, why would I change? If you’re asking yourself this question, you’re looking backwards, not forwards. Failing to make the most of AI is not just a missed opportunity; failing to utilize AI is an increasingly significant liability. 

The proof is in the numbers. Netflix claims that a machine learning tool saves it $1 billion a year. Amazon used AI to influence the decision-time of online shoppers and cut it by more than a third. HBR found that companies using AI for sales were able to increase their leads by more than 50%, reduce call time by 60%, and realize cost reductions of 40%. If you don’t take advantage of AI, you will lose out to someone who is.

AI is now a necessity; it’s simply integrated into everything you do. Your CRM, ERP, website, and applications are all using AI. If you aren’t making the most of it, then this low-hanging fruit is spoiling inches from your hand. That is, if it’s not being snatched up by your competition.

(3) The Catch: It’s Not Magic

AI is certainly low-hanging fruit, and it doesn’t take an enormous investment to get more out of it. But it’s not a magic solution that will fix everything. AI is a complicated tool, and getting the most out of it requires knowing how to use it. Utilizing AI takes work. And worse, if you don’t use it correctly, then AI could actually lead you in the wrong direction. Ray Dalio put it best, “Be cautious about trusting AI without deep understanding.”

AI is a tool, and just like any tool it can be used improperly. With AI, bad input means bad output. There’s an art to using this tool.

Here’s a simple illustration. At one time or another, most of us have used the online radio service, Pandora. The process is simple. Tell Pandora a song or an artist that you like, and it searches an enormous music library to play a song that is similar to your input. You rate the suggestion in order to help Pandora hone in on your taste. This is AI at work, learning from your preferences.

But a tool is only as good as its users. If you vote thumbs down on your favorite song, then Pandora won’t play it again. Or if Pandora hadn’t invested in a large and diverse enough music library, it wouldn’t be able to return songs similar to the ones you like. The tool needs to be used properly in order for you to get the most of it. 

AI solutions in business are no different: you need to use the tool properly in order for it to work properly.

So How Do I Do it Right?

There are three main components of a good AI implementation in business: know yourself, know what you need, and use the right data. If you don’t have all three of these components then at best you’re not getting the most out of AI, and at worst the tool will lead you in the wrong direction.

First: Know Yourself

An AI solution isn’t worth the investment if it doesn’t solve the specific problems facing your business. This makes sense in theory, but is hard for executive leaders to get right in practice. 

The reason for this is not hard to grasp. CIO’s or VP’s of Sales have deep knowledge of their own departments and the business verticals relevant to them, but good tech integrations require organization-wide implementation, and this always pushes beyond the knowledge of a particular individual or department. It’s hard to see beyond the boundaries of your silo.

We begin every project with a current-state assessment. This seems like a logical first step, but it’s often overlooked. It involves gathering requirements that clarify the current-state needs and processes that are affected by a solution. This gives you a clearer understanding of what you need in the future. Many executives assume they already know this, but even the best leaders have blind spots. 

A current-state assessment is the best starting point for any kind of project work, but it is especially important with AI. If you don’t have a crystal clear understanding of what you need from an AI solution, then all that will change is the speed in which you receive unusable or incorrect answers to your business problems. 

A worthwhile software integration must always begin with a careful look inward, with an up-to-date assessment of requirements gathering and process mapping. Failing to do this has its consequences. If AI is integrated into an organization’s workflow without this look at your current-state, the result is solutions that don’t fit your business or market. 

Second: Use the Correct Inputs

What sets real-life AI apart from fictional AI is one key aspect: general intelligence.  AI can solve some problems faster and better than humans, but it can’t think for itself. 

For example, AI programs have bested world champions in Chess, Go, Texas Hold’Em, and Jeopardy!. But there’s an important detail: the same AI that beat champions in chess can’t even play the game of Texas Hold’Em. Another example: an AI program has to sample tens of thousands of photos before it can identify animal pictures with any reliability, whereas a 2-year-old can correctly identify cats after only seeing one example. 

But it’s not just games and image recognition: there are darker examples of AI falling short in big ways:

Developers at MIT were excited about the accuracy of their AI facial recognition software, until they realized that they forgot to build inputs into the software that could identify darker skin tones.

Biases built into AI solutions in law enforcement yielded inaccurate results with huge consequences, such as falsely singling out minorities for recidivism or counseling police to target ethnic neighborhoods. 

Amazon used an AI recruitment tool that spent 4 years sorting out the resumes of female applicants, even specifically flagging the word “women” as cause for downgrading a resume. 

AI tools are narrow, specialized solutions: you can’t expect to solve problems without teaching it how. It takes work to shape the tool to work correctly. Well-defined and clearly-articulated problems are inseparable from successful AI integrations. The payoff comes once a computer knows how to do a task properly, and can do it at a speed and volume that humans could never achieve. The good news: this work is absolutely within your reach, and most off-the-shelf software has easy-to-use feedback loops built in to help you!

Third: Use the Right Data

Imagine searching through a deck of playing cards to find the midday market report. Or searching through a 4-pack of crayons looking for an exact match to Robin’s Egg Blue. If your data set isn’t large enough or doesn’t fit your questions, then you aren’t going to find meaningful answers. This is especially true for artificial intelligence. 

This can be daunting for someone new to AI. How do I know if data is high-quality? How do I know if I have a sufficient quantity? Without the help of experienced input, executives might be making data purchases that are unhelpful, or even harmful. The consequence of using AI with insufficient or bad data is inaccurate solutions and misdirection. 

One Last Consideration: Don’t Reinvent the Wheel

Your business is unique, but your problem is not. Why spend time and money custom-fitting an AI solution to your business when a tool has already been developed for just that problem? Finding the right solution might just be a matter of having someone who knows the market helping you find the solution that fits your business.

Using Artificial Intelligence Well: A Case Study

A client of ours was experiencing stagnation in their financial and customer growth for the first time in their history, and couldn’t identify the reason for the slowing growth. They turned to The Gunter Group to help them revamp their digital strategy in order to expand to new customers.

This client had years of data on their customers that they didn’t know how to leverage. They offered great service, but they didn’t understand their customers’ behavior. So we started there.

We began with collecting their data, which consisted of several different types that needed to be aggregated into one system. We helped them build a unified repository, so that any insights they sought maximized the value of their data. In addition to helping them improve the quality of their data, we also helped them refine the insights they hoped to gather. At the beginning of the process, we engaged our experienced Business Analysts to help them integrate their knowledge of their organization’s structure and business goals into the process. 

With the 3 important ingredients in place, we were ready to make the most of an AI integration to explore the data. Our team helped craft complex algorithms to create customer segmentation, cohort development, churn prediction, and market share analysis. They were able to use these insights to launch highly effective marketing campaigns, and began a path to predictive analytics to enable real-time interventions in the future. 

This kind of example abounds in the business community today. Artificial intelligence is quickly becoming a commodity, available to all. You can’t afford to stay behind the curve. 

The Gunter Group partners with organizations in Portland, Vancouver, Bend, Salem, Reno, and Sacramento, helping them to know themselves and seize the low-hanging fruit of AI. If you are interested in learning how we can help you to do the same, reach out today! 

USING AN ARCHEOLOGICAL APPROACH TO DELIVER TRANSFORMATIONAL DATA ANALYSIS

Archeologists seek to understand human behavior through stuff – physical stuff. These artifacts of human existence are often ravaged by time, leaving the subtlest of clues for us to examine. Without context, archaeologists piece together the puzzle and hypothesize why humans of the past made certain decisions and how they interacted with each other and their environment.

As a former archaeologist, I’ve transitioned from the academic world into management consulting. At first glance, the two may seem unrelated but I’ve discovered that my background gives me a unique perspective and a surprisingly transferable skill set. I certainly know my way around a transected excavation pit and a trowel, but the skills I’m talking about are more akin to business intelligence, behavior science, and organizational development. Additionally, the academic discipline itself, like most in the liberal arts, provided an incredibly strong interdisciplinary education and honed my ability to learn new things and synthesize complex data quickly.

Archaeological education, training, fieldwork, and research commonly incorporate a wide range of disciplines, from botany and geology to sociology and economics. One day I might read a dense medical journal and the next study climate data, all while making novel connections to illuminate meaningful patterns. By now, I’m sure you can see how this would translate to a more corporate setting where business analysts, data scientists, and market strategists regularly flex the same muscles. What I love most about consulting is taking these insights and the scientific method and turning them into action so clients can better predict, understand, and adapt to their customers’ behavior.

For example, I recently helped a client understand how wait times impacted the customer experience and subsequent loyalty. Their assumption was that lower volume would reduce wait time thereby increasing volume again. I rolled up my sleeves to excavate their data and find out if this proved true. It turned out to be more complicated than that so I dug deeper to uncover the sweet spot at which wait times, volume, and customer loyalty could work in harmony to optimize results.

Such a dynamic situation can be difficult to articulate so I leveraged a commonly used framework developed by in-depth ecological research: the predator/prey model. When applied to the above business scenario, our analysis revealed a pattern that led us to actionable insights. We determined the retail equivalent of “ecosystem equilibrium” which indicated an ideal range for how long customers could be kept waiting without negatively impacting loyalty. We are currently testing our hypothesis of the maximum theoretical wait time in the real world. By engineering specific wait times, they will be able to collect additional data which will then be fed back into our model and drive continuous improvement.

Another recent example of archaeological expertise adapted to the business world comes from our work with a large retailer. This client was puzzled as to why one location showed double the sales compared to another only a mile away. Customer profiles, inventory, staffing, etc. were all so similar so why the disparity? 

For this scenario, I invoked another scientific model: least cost pathways. The least cost pathways model essentially helps us determine the path of least resistance using weighted costs associated with various routes. In archaeology, this model might help explain seemingly odd trade patterns or dietary choices. In a modern business scenario, the same approach can be used to map human movement, both physical and virtual, and optimize location of brick-and-mortar stores, button placement on a website, or product placement on a shelf. 

Through this lens, our analysis revealed that the under performing store required a U-turn and a left hand turn across four lanes of traffic. Meanwhile, the other store required only an easy right hand turn off a freeway entrance. Given this information, which location would you choose to do your shopping? Suddenly customer behavior made complete sense and store managers were able to direct their attention to the right issues and avoid unnecessary time and expense trying to solve the wrong problem. Going forward, executives have revised their strategy for key real estate and business decisions to incorporate these insights and avoid costly mistakes.

The potential of data analysis, especially in this age of “big data,” is immense but it’s important to use appropriate models to help explain that data and to ask the right questions in the first place. By thinking like an archeologist and working like a data scientist, I’m able to solve puzzles that save clients time and money.

TGG LEVELS-UP TECH PRACTICE

Gunter Group consultants converged on the Portland area last weekend to attend a 16-hour 2-day training on agile. The course, provided by industry leader Rod Claar, included a deep dive into agile best practices and featured hands-on learning experiences. 

Participants learned the fundamentals of agile project management, especially with regard to the rules and roles of Scrum. This course positions TGG to continue providing the best possible service to our clients, by helping us to integrate proven best-practices with the experience many of us already have in agile environments. 

What did you do with your weekend?

Part of a Larger Growth:

Half of TGG consultants in the field are trained or experienced in agile, as of last weekend’s course. This class was one of many steps made by TGG to grow its expertise in technology. 

Over the past several years, we have seen technology become an important part of every aspect of business. More than 90% of employees in the US use the internet to do their job in some way, which means that IT isn’t just a single department in your business. Technology permeates every aspect of your business, from your customer-facing sales tech to your enterprise resource planning solution. 

Tech Practice Lead Matt Jamison spoke about this just last month in a thought article about the transformation that agile is undergoing in the business world. Modern agile methodologies, now more than 3 decades old in American business practice, are starting to see widespread adoption by organizations of every size. 

Jamison believes that agile will begin to change as more and more non-software teams embrace iterative project systems. TGG consultants are committed to integrating their consulting experience with industry-tested methods for proper tech strategy and methods. 

Included in this commitment is our new service: Agile Methods in Business. We blend our experience in agile environments with quality training and development (like last weekend), all with the goal of helping our clients select the aspects of small-team structure and iterative planning that best fit their situation. 

TGG offers these services in the Portland, Bend, Reno, and Sacramento areas. If you could benefit from consulting services in your agile practice, or need help implementing agile best-practices in your team, reach out today to start a conversation! 

STOP GETTING TECH STRATEGY WRONG

If your IT department is doing a phenomenal job then you probably never see, hear, or even think about them. They’re out of sight and out of mind. 

Then something goes wrong and everything changes.

When systems fall short, IT comes under the microscope. This usually results in knee jerk change: organizations quickly ditch failing solutions in favor of new ones. In doing so, they often unwittingly cause themselves more headaches. 

Matt Jamison, Tech Services Lead at the Gunter Group, has been grappling with this problem for a long time. After 20 years working in enterprise architecture, he knows that most problems are business problems with an IT facade. Technology is often where issues are first discovered, so the first instinct is to treat technology as the problem. This often misses a deeper cause.

Jamison has seen it many times: “Most people skip to Step 3, jumping 30% of the way into the process and running from there in a detailed fashion. This forgets the common sense questions: ‘How does this align to our greater portfolio? What are my business requirements? Who are my stakeholders?‘ When people skip these questions, it has consequences a year or two later when the new solution fails. They assume they know what they need, and they’re almost always missing something.”

That’s why Jamison always starts with an assessment. This is meant to familiarize himself with the organization, but it also gets the organization thinking about the basics. Jamison takes the time to (1) map processes, (2) gather requirements, and (3) put together a big picture that integrates the organization’s strategy and goals. He can then use two decades of experience to match that picture with a right-sized solution. 

The goal is alignment: “If a tech solution doesn’t clearly support greater business goals and strategic objectives, then it’s not worth the investment. Ideally, if I ask the right questions, the business can start to see the solution for themselves. I just help them align with their own goals.”

Jamison’s approach is grounded in an agile mindset: frequent reassessment is key. “The first step is identifying the end goal. From there you can figure out how to solve the immediate problems in a way that moves you in that general direction. Which specific roads we drive on after the first couple months is less material because there are lots of roads. You move forward, then check the map to see what has changed.” 

While many organizations forget the assessment, an even greater number forget the reassessment. After selecting a solution, organizations rarely revisit their roadmap to reassess. “That’s not responsible management of your investment.” Jamison not only favors building a tech roadmap, but he then revisits the roadmap on a regular basis. “Every 3 or 6 months, you have to come back to the table to see what’s working and what’s not, in order to make sure you’re getting the most from the investment. This is regularly skipped, and that’s not appropriate lifecycle management.”

The result is success. Jamison’s common-sense approach has helped many Portland-area companies find right-sized solutions that benefit more than just one particular business unit. Taking these basic steps can save from investing years and millions of dollars into narrow solutions. He now spends his time serving clients in Portland, Vancouver, Bend, Reno, and Sacramento. 

Thanks in part to Jamison, the team at TGG is well-equipped for today’s challenges in Tech Strategy. He is helping us integrate enterprise architecture best practices with business needs. Our analysts map processes and steward discovery. Our strategists help clients align their knowledge of themselves with actionable strategy. Our change managers help plan next steps, and our project managers drive execution and adoption.

Could you benefit from our expertise in helping organizations to adopt right-sized solutions that advance their strategic goals? Perhaps we can help you better understand the business value of the solutions that either you or your clients are weighing. Reach out today to learn more! 

Matt is an experienced solutions architect with a results-oriented understanding of the intersection between reality and architectural theory. He has the ability to plan, develop, and implement large-scale projects while maintaining impeccable attention to detail. With 18 years of functional information technology experience, Matt has end-to-end IT knowledge from layer 1 networking to application API interaction. An expert in mapping technology solutions to business needs, Matt is also able to conform to required regulations while maintaining IT best practices. Matt’s experience spans multiple industries, including healthcare, telecommunications, and security and software. He is an AWS Certified Solutions Architect. Outside of work, Matt enjoys the outdoors and all things bike-related.

MAKE ARTIFICIAL INTELLIGENCE WORK FOR YOU: AN EXPERT OPINION

Artificial intelligence has been in the news a lot lately. Most recently, an AI named Pluribus outplayed the world’s best Texas Hold’Em players. Perhaps this causes you a bit of concern, given that an essential element of poker is the ability to pull off a convincing bluff. Should we be worried that a computer can lie well enough to clean out the best card players in the world? 

For most of us, AI hasn’t been at the forefront of our minds. Yes, we hear about recent technology advances in the news or somehow find ourselves at the one happy-hour table talking about how robots will replace us. Beyond that we probably haven’t thought too much about AI, resigning it as a topic for the distant future. 

In reality, the world has changed under our feet. The future is here: AI is everywhere. It’s no longer a far off concept; AI is a commodity here and now. Companies like Amazon have started to offer AI tools that sort through unbelievable amounts of data and provide valuable insights that were previously unthinkable. AI is being used to identify sales leads, streamline supply chains, optimize logistics, instantly recognize fraud, and even create original content. 

This is an opportunity. Companies of all sizes are leveraging commoditized AI tools to stay a step ahead. If you don’t take advantage of this new commodity, your competitors will. 

Matt Jamison will be in Reno presenting on this topic at panel discussion on AI this month at the Nevada Center for Entrepreneurship and Technology. As a seasoned solutions architect and the Tech Services Lead at The Gunter Group, Matt’s perspective is grounded in both his tech expertise and his experience in business consulting. Click here for more information and to register for this event. If you’d like to learn more about how to effectively integrate AI into your business and can’t make it to the NCET panel, reach out today to learn more! 

Interested in what we have to say about tech? Check out our blog on the future of agile in business. 

Matt is an experienced solutions architect with a results-oriented understanding of the intersection between reality and architectural theory. He has the ability to plan, develop, and implement large-scale projects while maintaining impeccable attention to detail. With 18 years of functional information technology experience, Matt has end-to-end IT knowledge from layer 1 networking to application API interaction. An expert in mapping technology solutions to business needs, Matt is also able to conform to required regulations while maintaining IT best practices. Matt’s experience spans multiple industries, including healthcare, telecommunications, and security and software. He is an AWS Certified Solutions Architect. Outside of work, Matt enjoys the outdoors and all things bike-related.

THE FUTURE OF AGILE: LOSE YOUR MANIFESTO

Matt Jamison is no stranger to agile. As the Service Lead for technology at The Gunter Group, Jamison is putting his twenty years of tech experience to good use. He has kept his finger on the pulse of all-things-IT for quite some time.

Jamison’s latest reflections on tech would surprise you. Lately he has been talking agile, but not in the way you might expect. He believes that business is on the threshold of change. 

First, Jamison likes to point out that the idea behind agile is not new. “The Agile Manifesto and the Scrum Guide aren’t revolutionary. Extreme Programming was a thing back in the 90’s. It’s essentially agile. Sit with another person who knows what you’re doing and then iterate. Iterative problem-solving is not new, even if organizations are getting more intentional lately about building agile methods into their structure.”

That being said, Jamison does understand why people go for the rigid approach of particular agile methods. “Someone wrote out a manifesto and it was picked up by Silicon Valley IPO’s that made a ton of money. Now people assume it’s what they have to do to make money.”

There’s nothing wrong with the rigor of a guide or manifesto; it can often be a good entry point into an iterative way of thinking. But Jamison thinks that this can also be an excuse to stop thinking critically.” 15 years ago another developer told me something that still sticks with me. He said, ‘Every problem can be solved with one additional layer of abstraction.’ In an agile environment, you often come to a pain point between a problem and the guide’s method for solving it. That’s when I blur the boundaries outlined by a manifesto and see if I can bring in something new that adds value.”

Jamison has a question that he loves to ask: Does this work for us? “The key is to understand the reason you’re doing something. If you challenge a rule from a manifesto, you need to understand both the reason for the rule and the reason for breaking it. Are you iteratively getting better at something? Then you’re doing agile.” 

“Agile has become a thing,” says Jamison. “The experiment worked! The terminology won’t stick around, but the philosophy is a good way to solve problems. In that way, I think agile will continue to move businesses after the marketing engine stalls.” 

Jamison believes that agile is on the threshold of a new era. Agile was once a firm framework that provided structure to tech developers. As the hype fades, agile is transforming into a set of best practices that will enjoy wide-spread adoption in a variety of organizations. 

Organizations are already putting agile’s successful components to practice. Tech heavyweights like Spotify have experimented with non-traditional loose agile structures. Non-IT companies like banks (Barclays) and manufacturers (GE) have jumped on the wagon as well, experimenting with enterprise-scale structures that promote iterative growth and continuous feedback with less of the rigor. In the end, businesses want what works–and they are finding that in agile. 

This is a slow transformation. It is not hard to see the benefit of iteration, feedback, and innovation found in agile methods; it is much harder to make an enterprise-scale transition. Each organization is unique, and the incorporation of agile requires thoughtful planning and customized implementation. Jamison is helping the consultants at The Gunter Group to combine agile best practices with their business experience in order to meet the unique needs of our clients. 

Matt is an experienced solutions architect with a results-oriented understanding of the intersection between reality and architectural theory. He has the ability to plan, develop, and implement large-scale projects while maintaining impeccable attention to detail. With 18 years of functional information technology experience, Matt has end-to-end IT knowledge from layer 1 networking to application API interaction. An expert in mapping technology solutions to business needs, Matt is also able to conform to required regulations while maintaining IT best practices. Matt’s experience spans multiple industries, including healthcare, telecommunications, and security and software. He is an AWS Certified Solutions Architect. Outside of work, Matt enjoys the outdoors and all things bike-related.

SALESFORCE: HOW TO GET THE MOST OUT OF YOUR CRM PLATFORM

As someone who enjoys traveling the world and has gained experience communicating with people from many different cultures, communication in corporate environments is no problem for Angela Tekulve.

For more than 15 years, Angela has been working in business analysis and systems improvement. Recently, she has been helping companies get the most out of the industry-leading CRM, Salesforce. We sat down with Angela to talk about this experience.   

We started with the basics. What is Salesforce and why is it critical for how organizations do business today? 

Short answer: Essentially it’s an application that gives users a shared view of its customers and potential customers. Salesforce is a scalable platform–organizations can do everything from automated marketing to customer support to billing and invoicing with applications built on the platform. Most companies enter Salesforce through buying Sales cloud, which helps sellers track their prospects and leads, and then close deals. A lot of companies expand into the marketing automation realm, customer support, learning and development, etc.

How does Salesforce–or really any CRM–actually help drive business results?

A CRM gets your customer and prospect data out of spreadsheets or notepads and into a central repository. This has benefits. It can help you predict your sales, understand why you lose deals, and help sales representatives focus their time on the most meaningful sales activities.

So it makes the sales process more efficient? 

Yes, but not only that. It can increase quality too. A lot of companies use a CRM platform like Salesforce for their customer support function, so all of the notes around your customers live in one application.

So everyone can see it?

Exactly: all functional teams can access the information. So, often you will find that it facilitates better cross-functional communication because multiple user groups can communicate about one customer at the same time.

Salesforce has been around for a while…do organizations use it well? 

Some do and some don’t–it depends on the organization. But eventually everyone falls behind in some way.

Do you see room for improvement? 

Absolutely! As organizations grow and change, keeping Salesforce in sync can easily become an afterthought, especially where there is siloed communication between business users and system administrators.

How do they get out of sync? 

A lot of organizations have their Salesforce administration in an IT Organization and the users of the tools are usually a Sales or Marketing team. The admin looks after the technical bits of the tool. If there isn’t frequent communication then they may feel like everything is working fine. Meanwhile the users are really frustrated because they feel like there are too many fields on the screen or they are being asked to enter useless information, etc.

It seems like it all comes down to communication.

Lack of communication leads to dissatisfaction, every time and for everyone.

What recommendations do you have for companies who have implemented Salesforce, but may not be using it to its full potential?

Listen to your users! Think through the parts of your business that have changed and tidy up the messy parts that aren’t working anymore. Also, try to take advantage of the new features that Salesforce pushes out in its regular releases.

What are the most common pitfalls you see where companies aren’t using Salesforce to its fullest potential?

Some of the more common pitfalls are overlooking end user input for the design and implementation of a CRM for the first time, investing in a CRM without a clear sales process or agreement between the various groups like Sales and Marketing, and running a powerful CRM like Salesforce without training the actual users.

What happens when these elements are overlooked?

Ultimately? Lost resources and missed opportunities. Organizations can spend so much time and money on defining requirements and configuring the tool for go-live. However, without a plan for post-go-live support and training, an organization won’t fully realize the benefits of the tool.

It almost sounds like problems with the tool are actually problems with the organization…

I’m a business process person at heart. I fundamentally believe that tools like Salesforce work best when the end-to-end business process has been fully thought out, ownership and accountabilities are clear, and there is a compelling narrative for how the tool will help achieve broader strategic goals.

And that doesn’t always happen?

Of course not! So where this forethought doesn’t exist, I enjoy putting the pieces of the puzzle together. Communication between business groups can be hard, but I enjoy helping people talk to one another.

What’s your approach for putting the pieces together? Especially when working with people who are afraid of the change that might be necessary for maximizing the use of a tool like Salesforce? 

Listen, be empathetic, and put yourself in their shoes. Once you understand where they are coming from, you can talk to them about how the tool is going to make their life easier. If it’s a tool that you believe in (which, in the case of Salesforce, I do), then usually it will make things easier! All I do is ask them to come along with me and trust that it’s going to make their lives better.

Angela is an experienced management consultant with over 15 years of experience in business analysis, project management, systems implementation and quality improvement. She loves the ambiguous and changing nature of complex projects and has a proven track record of developing the systems, processes, and tools necessary to make the complex simpler. Angela’s open, collaborative working style and can-do attitude fosters team building and cross-functional communication. Angela has deep expertise in leading large global projects for Fortune 500 companies with locations across North America, South America, and Europe. She holds both a Bachelors in finance and biology from the University of Georgia and is a certified Project Management Professional (PMP). Angela is a travel junkie and in her spare time enjoys globetrotting to some faraway locale.

TGG SPONSORED AGILE PDX EVENT – FROM MINDSET TO CONSCIOUSNESS: PLAYING THE INFINITE GAME OF HUMAN DEVELOPMENT

We hope you will join us for June’s event to learn about how to spot developmental as opposed to lower level learning experiences in the context of an agile consciousness.

RSVP here: From Mindset to Consciousness: Playing the Infinite Game of Human Development

Wednesday, June 19, 2019
6:30PM – 8:00PM
Puppet Labs, 5th Floor
308 SW 2nd Ave
Portland, OR 97204

Details about the event:

Agile is part of an evolution in consciousness–in the nature of our awareness and noticing skills and our knowledge of self and other. When agile emerges in an organization, it does so within a consciousness unlike its own. Yet, our approaches to agility often impede its ability to stick where it emerges.

Agilists have used the frames of mindset and learning. But, we need to use the frames of consciousness and development in order to truly transform. In doing so, we see agile transformations are actually personal transformations. Organizations don’t change, people change and then the organization adapts.

This deep dive session discusses the agile mindset and puts “mindset” in the context of “consciousness.” It speaks to advancing agilists who are trying to understand why adoptions go wrong when they have done everything “right.” You are more likely to receive full value in this session if you have been pursuing agility within organisations for at least three years.

This session provides pointers on how to spot developmental as opposed to lower level learning experiences. It is based on my own practice, on research I did for my master’s thesis, and on my book The Preservation of the Agile Heart: From Mindset to Consciousness.

Learning Outcomes:

• Be able to articulate a working definition of consciousness
• Understand the difference between mindset and consciousness
• Understand how consciousness and human development align
• Understand the difference between learning and development
• Be able to spot learning opportunities that do not facilitate development
• Be able to create opportunities for personal development and self-care in the context of development

Speaker Bio:

Jean Richardson is a consultant and coach with nearly 30 years of experience in software development, with half of that time spent in learning about agile and participating in the agile movement. For the last six years she has coached individuals and teams in agile-aspiring organizations. A former AgilePDX Coordinating Committee member, Jean is actively involved in helping, guiding, and coaching the agile community at the local and national levels toward a collective agile consciousness!

In case you missed our previous posts, Agile PDX is a large organization of Agile practitioners among the greater Portland metropolitan area. Their vision is to see Portland as a world-class leader in software development. Their vision is to see Portland as a world-class leader in software development, defining “world-class” as profitable, sustainable, and joyful. Their mission is to work together to create a vibrant, successful Agile community of practice in Portland, sharing experiences, distilled wisdom, and innovative ideas for Agile done well.

Their regularly held meetings are as follows and more information can be found on their Meetup page:

Downtown Pub Lunch: 12:00PM – 1:00PM on the first Friday of the month.

Westside Cafe Lunch: 12:00PM – 1:00PM on the fourth Friday of the month.

Downtown Evening Events: Third Wednesday of the month at Puppet Labs: Doors open at 6:30PM, main event starts at 7:00PM and usually runs to 8:00PM, out of the building by 8:30PM.

We will announce each TGG sponsored event as they are posted, so please check back for updates! Mark your calendars now for June 19th and we hope to see you there!

TGG SPONSORED AGILE PDX EVENT – JOHARI WINDOW, WHAT’S THAT? DO I NEED ONE?

We hope you will join us for May’s event to learn about how to use the Johari window to help teams connect on a deeper level without oversharing.

RSVP here: Johari Window, what’s that? Do I need one?

Wednesday, May 15, 2019
6:30PM – 8:00PM
Puppet Labs, 5th Floor
308 SW 2nd Ave
Portland, OR 97204

Details about the event:

One of the keys to effectiveness is to know yourself and show yourself the Goldilocks amount. How do you avoid TMI (Too Much Information)? And, at the other end of the spectrum, how do you keep from being too reserved to share much of anything with other people?

If you know yourself well enough, you can share relevant information to improve communication and connect with others. And the more expert communicators you have on your team, the more potential you have to build trust in a professional way.

One tool to help you on this journey is the Johari Window. Created by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955, the Johari Window helps people understand what they show and what they hide from the world; what they don’t see and what they don’t even know about themselves.

Neal first learned about the Johari Window in one of his leadership training sessions, and it piqued his interest as a facilitation tool. We are excited to have Neal share his insights about how to use the Johari window to help teams connect on a deeper level without oversharing. And for those interested, we’ll have an opportunity for hands-on exercises.

Speaker Bio:

Neal Peterson is a business consultant who helps businesses utilize the full capacity of their systems and processes. His goal is to enable businesses and people to do more with less, more efficiently and effectively. As a certified Project Management Professional (PMP), Six Sigma Lean Black Belt Professional (LBBP), and self taught agile coach, he collaborates across the functional departments of an organization to enable continuous measurable improvement of end to end value chain processes. He has done this for companies in the healthcare, financial services, retail, government, software, semi-conductor, transportation, shipping, and manufacturing industries. He seeks to share the agile mindset with others in the community via conversations and facilitated sessions that enable learning in a collaborative environment.

In case you missed our previous posts, Agile PDX is a large organization of Agile practitioners among the greater Portland metropolitan area. Their vision is to see Portland as a world-class leader in software development. Their vision is to see Portland as a world-class leader in software development, defining “world-class” as profitable, sustainable, and joyful. Their mission is to work together to create a vibrant, successful Agile community of practice in Portland, sharing experiences, distilled wisdom, and innovative ideas for Agile done well.

Their regularly held meetings are as follows and more information can be found on their Meetup page:

Downtown Pub Lunch: 12:00PM – 1:00PM on the first Friday of the month.

Westside Cafe Lunch: 12:00PM – 1:00PM on the fourth Friday of the month.

Downtown Evening Events: Third Wednesday of the month at Puppet Labs: Doors open at 6:30PM, main event starts at 7:00PM and usually runs to 8:00PM, out of the building by 8:30PM.

We will announce each TGG sponsored event as they are posted, so please check back for updates! Mark your calendars now for May 15th and we hope to see you there!