WEBVTT

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Now,
I'd like to take a moment to thank our

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Innovator sponsor,
Boston Consulting Group, BCG,

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for their support of Dreamforce.

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Joining me now is Bryan Gauch,
managing director and partner at BCG.

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BCG recently studied why so many
companies struggle to unlock maximum

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value from their commercial tech
transformations.

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What's the biggest disconnect you're
seeing between investment and impact?

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Well,
we typically see there's not just one,

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but there's a few.
And it can be a different combination.

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But primarily we see one being investment
tied to a discreet measurable value case.

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You go to a value pool, it's too wide,
too obscure.

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You get much tighter to a value
opportunity,

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we see big success spike.

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Two others that I think we're seeing on a
disconnect is that incentives for

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everybody in the program—not just senior
leaders,

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but all the way down to the business and
IT practitioners that are meant to drive

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the program—

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their incentives are not aligned to
actual program milestones and the overall

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value case.

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And I think the third that we typically
would see is really around,

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does business have an outside seat at the
table when making decisions,

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because fundamentally,
the commercial tech transformations are

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meant to transform operating models and
business processes.

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So what are companies—what are the
companies that are seeing the strongest

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returns doing differently then?

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Well, we're seeing the organizations,
I call it,

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cap and starve competing initiatives.

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When you have competing initiatives,
what that typically does is that it's a

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threefold knock-on effect.

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One,
it actually pulls resources away from the

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transformation, right?

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A transformation's a mindset before it's
a muscle.

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But you can get confused on what your
priorities are by your boss.

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So focus on the transformation.
Number two,

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when we look at those incentives is that
it moves the stick for the end users that

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are meant to adopt whatever the
technology innovation that you're trying

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to deliver.

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So it creates a chasm,
a valley of despair,

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an adaption that users are meant to
traverse.

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And I think the third one is,
it does take investment to run

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business-as-usual initiatives.

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And when you can starve those out and
invest in the transformation,

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you mitigate the risk and some of the
contingency we know clients need to have

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every day.

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So all right,
how can the firms that are lagging behind

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then catch up to the the others?

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I think number one is,
they need to take a hard look into their

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program structure.

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Do they have the right athletes on the
field, to play in the game,

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to run the race?

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That sounds at times difficult and brutal,
right?

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Because a lot of company cultures,
they need to invest in empathy and

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sympathy.

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But what I just said contradicts that.

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But identifying the people that are meant
to be on the field is priority number one.

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I think priority two is,
we just talked about is,

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move everything else off their plate.
Focus on the transformation because it's

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not meant to be easy,
it's meant to be hard.

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Otherwise it'd be a project,
not a transformation.

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And I think the third thing organizations
can fundamentally do to create an unlock

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for themselves is have consistent
checkpoints with their leadership on a

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monthly basis that determine,
do they need a course correct?

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Do they need to invest in new areas where
they're gapped?

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I think those three things very
mechanically can help organizations start

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to rethink and repivot how they're
investing in transformation.

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I like that.

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In just a couple sentences,

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what's the one piece of advice you would
give to leaders just embarking on this

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commercial transformation powered by tech?

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Don't go wide, go narrow and go deep.

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So think of agentic,
think of transformation,

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all the things Salesforce can do for
their clients.

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It's don't try to do everything at once,
right?

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Eat the elephant one bite at a time.

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So go thin, but go super deep.
Because as we look at turning value on,

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it's really around a complete process for
a discrete set of users,

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not just a thing or a use case for many
different users.

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So be focused, be thin, go deep.

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I like that.

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Don't bite the elephant,
don't eat the elephant.

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That's great. Bryan,

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thank you so much for joining us.