Eli Lilly is All In on Salesforce App Cloud. How They Did It and You Can Too!

Eli Lilly is all in on Salesforce App Cloud How they did it and you can too!

 Jim Sinai, Senior Director Product Marketing, Salesforce

 Shellie Sturm, DevOps IT Manager, Eli Lilly

 Matthew Bull, Enterprise IT Architect, Eli Lilly

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

Introducing: Salesforce App Cloud

FORCE HEROKU ENTERPRISE THUNDER

AppExchange Trailhead

Shared Identity & Data Model Integration Shield

Trusted and Connected Platform Run all your apps on a trusted platform

Speed and Agility Every employee can build fast with clicks or code Complete Enterprise Ecosystem Best place to learn, build, buy, and sell apps

Win one of ten SONOS speakers at the App Cloud Keynote!

App Cloud Product Showcase

Moscone North

IT Ranger Station in the Dev Zone

Moscone West, 2nd Floor

Thursday, September 17, 2pm — Moscone South

Tod Nielsen

EVP, App Cloud Salesforce

Mike Anderson

CIO Crossmark

Herry Stallings

AVP App Dev USAA

Heather Quiqley-Allen

VP Marketing Bosma Enterprises

Learn more about App Cloud:

Why are Customers using Salesforce App Cloud for Innovation?

Factors Pressuring IT Leaders Today

Innovation Developers

customer expectations How do we execute w limited supply

How do i find, hire and retain enough dev

new business models

Technology

Big Data

Containers

UX Experience

Mobile

New Developers

Components

Technology is Only Only Part of the Innovation Framework

Innovation

PEOPLE TECH

PROCESS SPONSORS

How do you organize for innovation?

Geoffrey Moore’s Zone Offensive, Salesforce’s playbook for innovation

Sometimes You Need a Framework for Innovation

Disruptive innovation Sustaining innovation

Revenue performance

Enabling Investments

Breakthrough Zone

Performance Zone

Incubation Zone

Productivity Zone

2 3

1 4

Each Zone Requires Different Investment

Levels & Teams

Matthew Bull Enterprise IT Architect

Shellie Sturm DevOps IT Manager

Lilly is a global pharmaceutical company head quartered in Indianapolis with 35,000 employees. Lilly is centered around five Business Units: Oncology, Diabetes, Bio-Medicines, Emerging Markets and Animal Health.

Advancing INNOVATION

 In March 2014, we created an organization focused on Emerging Technology; scaling Mobile, Social and Cloud Technologies in support of our IT Strategy.  A service positioning The Salesforce1 Platform as an Enterprise Platform as a Service; enabling App Dev across every value cycle.

Emerging Technology - The Journey

MAY  2014  Timeline   JUN  

Process    /  Build  Orchestra<on  

8  weeks  Formalize  Organiza3on  Begin  working  through  ini<al  process  design  and  setup.    

                                                                                   Early  Adopters   Scale  the  Service  

Ci<zen  Developers  

Early  Adopters  Start  Building  Just  6  weeks  aKer  kick  off!    

First  Go  Live  First  applica<ons  go  Live    

JUL   AUG   SEPT   OCT   NOV   DEC   JAN  16   FEB   MAR   APR   MAY   JUN   JUL   AUG   SEPT   OCT   NOV  

GMP  &  Pa<ent  Facing  Org  

Ci3zen  Developer  Org  Live  4  early  adopter  apps  live  in  30  days  

GMP  Org  Go  Live  1ST  GMP  app  target  go-­‐live  in  November  

Lilly Force.com Fun Facts

25 Apps Live

3 Orgs

100 Permission Sets

115 APEX

Triggers

530 Business

Rules

435 Visualforce

Pages

7 Weeks Ideation to Go-Live

3M+ Lines of Code

325 Custom Objects

15,500+ Users Live

40+ Releases

114 Permission Sets

How Did We Get There?

Lilly’s Approach

A combination of technology and process seamlessly working together….

1.  Clear Business Objectives and Vision

2.  Defined Architecture and Standards

3.  DevOps

4.  Enabling Innovation

Clear Business Objectives and Vision

Healthcare Revolution

The Smart User

Technology continues to disrupt many industries: Transport (Uber), Commerce (Amazon). Healthcare is not an exception.

User expectations have shifted, they now have instant access to information, tailored experiences and an app for everything!

Technology Disruption Technology Disruption

Introducing Cirrus

To survive and remain competitive through the Healthcare Revolution, Lilly IT must be an enabler of new business models, focus on “user centricity” and drive towards becoming a Customer Company.

Cirrus will identify, embed and scale emerging and transformative technologies. This will include growing our cloud, mobile and social capabilities across Lilly, and includes continuous improvement and innovation-driven processes to accelerate delivery across IT, enabling business transformation.

Defined Architecture and Standards

No Silver Bullet: Digital Reference Architecture

Workplace   Unified  Communica3ons   Network  Produc3vity   Infrastructure  Founda3on  

IT  Automa3on  

Containers  

Source  Code  Management  

Con3nuous  Integra3on  

Security  Scanning  

Automated  Tes3ng  

Monitoring  

Integra3on  Fabric  

Authen3ca3on,  Authoriza3on,  Accoun3ng,  Reconcilia3on  

General  Purpose  Deliver  Content  Manage  Content  Systems  of  Record  

Atomic  Design  

Polyglot  PaaS  

IaaS  

Private  Cloud  

SaaS  Declara3ve  PaaS  

Public  Cloud    

Informa3on  Services  

Polyglot  PaaS  

API  

API  

API  

API  

Applica3on  Lifecycle  

Management  

Discovery  Portal  

Social  Collabora3on  

Reference  Architecture  Documents  

Key:    

Iden3ty  Layer  Experience  Layer  PlaQorm  Layer  Content  Layer  DevOps  Tools  

DevOps  Tools    

Used  to  automate  development,  tes<ng  and  security  and  documenta<on.  

Mission  Control  &  ChaSer    

Used  to  facilitate  the  end-­‐to-­‐end  process.    

The  Digital  Reference  Architecture  is  a  blueprint  of  enterprise  capabili<es  that  have  been  specifically  posi3oned  to  align  with  the  IT  Strategy.    

Enterprise  reuse  opportuni<es,  reducing  cost  and  improving  UX.    

Loosely  coupled,  enabling  components  to  be  easily  swapped.  

Force.com  and  Heroku    

Public  Cloud  App  Pla]orms.  

Set Standards: Global Services Org Architecture

Iden3ty  (Ping  Iden3ty,  SailPoint  IIQ)    

Apps  

Reusable  Packages  (AppExchange,  Custom)  

Salesforce1  PlaQorm  (Core)  

Integra3on  Services  (ETL,  ESB,  API)  

Ope

n  AP

Is  

Data  (Structured  and  Unstructured)  

ChaSer  

Experience  (Lightning  UI)  

Archive   Backup  Key:    

Iden3ty  Layer  Experience  Layer  PlaQorm  Layer  Content  Layer  Salesforce1  PlaQorm  Founda3onal  Services  

Iden3ty    

Ping  Iden<ty  SailPoint  IIQ  (SCIM)  

Integra3on  Services    

Informa<ca  ETL  Fuse  ESB  CA  API  Gateway  Salesforce  Lightning  Connect  Heroku  Connect  

Enterprise  App  Development    

Many  applica<ons,  mul<ple  business  func<ons,  sharing  capabili<es.    

Reusable  Components    

AppExchange  Packages  Custom  Packages  

Security  Model    

Pla]orm  Base  Profile  App  Permission  Sets  No  Role  Hierarchy  Group  Sharing  (AD  Sync)    

App  01  

App  02  

App  03  

App  …  

Data  Model    

Shared  and  App  Specific  Namespacing    

DevOps

Why DevOps? DevOps is emerging as the standard for modern application delivery and is a new concept to Lilly. DevOps is a term for a group of concepts that emphasize communication, collaboration, and integration between Developers, Operations and Quality Assurance. It aims to help an organization rapidly produce software products in services.

Goals of DevOps: 1.  Improved deployment frequency 2.  Faster time to value 3.  Lower failure rate of new releases 4.  Shortened lead time between fixes

DEV  QA  

Opera3ons  

Cirrus  

When done right, DevOps reduces the gaps between delivery and support, and enables faster delivery, and reduced time to business value. Automation, and a breadth of metrics enable DevOps to identify opportunities to continuously improve, delivering yet greater efficiencies and lower costs.

Minimum  Viable  Product  (MVP):  The  bare  minimum  func3onality  required  for  a  project  to  go  into  produc<on,  with  a  focus  on  being  thin,  light  and  workable  with  subsequent  sprints  to  deliver  incremental  func<onality.  

The  Cirrus  Process  

Demand Management & Vendor Selection Sprint 0 Sprinting Merge & Deploy Support

Based Agile and Scrum, delivering rapid time-to value through a lean operating framework of shared learning and continuous improvement - by people embracing a culture of innovation.

The Cirrus Process

Automate Everything: Environments and Continuous Integration

Dev   CI   Test  

CI   PRE-­‐PRD   PRD  Dev   CI   Test  

Dev   CI   Test  

Flow  Colour  Key:    

Automated  Build  Triggered  Build  (Tag)  

Sandbox  Colour  Key:    

DEV  DEV  Pro  Full  

Dev  Track  X  

Dev  Track  X  

Support  Track  

MavensMate  IDE  

Supporting Tools

Launchpad •  The front door for ideation, demand

management, training and success sharing.

LillyFit •  Assesses which platform is the best fit.

Mission Control •  Comprehensive project management

and application lifecycle management tool.

Enabling Innovation

Expanding the GSO Architecture

Codename   GSO1   GSO2   GSO3  

Primary  Purpose   Primary  Enterprise  Environment   Ci<zen  Developer  Focused   Pa<ent  Focused  

Characteris3cs   Default  Enterprise  Hos<ng  Quality  and  Validated  Systems  

Speed  to  Value  Non  Quality  Cri<cal  &  Non  Validated  

High  Security,  Privacy  &  Quality  Pa<ent  Data  Only  

Process   Full  Cirrus  Agile  Process   Streamlined  Cirrus  Agile  Process   Full  Cirrus  Agile  Process  

Architecture   GSO  Architecture  Con<nuous  Integra<on  

GSO  Architecture  Con<nuous  Integra<on  

GSO  Architecture  Con<nuous  Integra<on  

Major  Release  Cadence   Monthly   Weekly   Monthly  

Support   Consolidated  Dedicated  Track  

Distributed  Shared  with  TEST  Sandboxes  

Consolidated  Dedicated  Track  

Training   Dedicated  Track   Shared  with  TEST  Sandboxes   Dedicated  Track  

Don’t  miss  our  other  Dreamforce  session  on  Ci3zen  Development!  

Conclusion

Key Learnings for Enterprise Transformation

March-­‐May  2014  

July   August   September   October  Timeline   November   December   February   March   April  June   January  2015  

1.  Establish Expectations and Buy in: “Enterprise Transformation” doesn’t happen over night… set clear goals, and measure the journey. Be clear on what you can and can’t do. Find those interested in the bigger picture.

2.  Early Adopters, and Quick Wins: Get moving as quick as possible, don’t build in a vacuum. Look for Early Adopters that can work with you and celebrate quick wins together as a means to build buy in

3.  Organizational Change Management: Is often under estimated. Use a variety of tactics, including “hackathons” to drive a healthy Citizen Development program.

4.  Clear Architecture and Technology Positioning: Salesforce is one technology, not your only technology. Leverage a set of principles to ensure a common framework across technologies, reducing friction and integration cost across the enterprise.

5.  Delivering rapid time to value: Is not achieved through an immediate “sprint”. Speed up release cycles over time, build confidence and drive a continuous improvement program.

6.  Robust Agile Processes and Tools: Provides transparency, delivers business value incrementally and reduces delivery risks and by building in quality throughout the project.

Thank you