Measure to Pitch

  • 16 April 2020
  • 2 replies

Userlevel 2

As companies get bigger, so do ideas, projects, and sadly, backlogs. In Salesforce IT, every platform has a Product Owner, a scrum team, an operations unit, and a long list of features and fixes that need to get prioritized. It’s only natural that when working cross functionally, you’ll encounter issues of your own that will be higher priority to you than to others.

The goal here is, what can I do to convince others that my problems need to be fixed or automated? And conversely, what can they do to convince me otherwise? The key here is a universal language.

On the Salesforce Process and Automation team, we always asked “How can we double the size of the company but keep the same headcount for operations?” - How does this question translate to other teams?

We came to the conclusion that money was the common language, and the next question was how could we measure what this meant? 

We found there were measurable and harder to measure factors:


  1. Cost savings (Dollars per year, for example...)

    1. Asset (software, hardware, mobile) reduction cost

    2. Headcount growth

    3. Operational cost per employee

  2. Worker time reduction (for example, time an employee spends on support or case management)

  3. Compliance deficiencies (#)

  4. Request aging reduction (Days)

    1. Response time (Minutes)

    2. Mean time to resolution (Hours)

  5. Capability enablement (from our Enterprise Architecture)

Harder to measure

  1. Trust/Security

  2. Scalability and Operational Excellence

  3. Self-service

  4. Experience and Enablement (employee and customer friction)

  5. Innovation

  6. Salesforce on Salesforce

These are in order of priority, but for the purpose of this post they have been simplified. 

With these at hand, along with the order of prioritization, we were able to have every team speak the same language with any new initiative. In a roadmap with dozens of items, we required these metrics for stakeholders to understand the impact of the work that needed to get done. Instead of Project A vs Project B, it was do we save $150k or $250k? Do we enable a Salesforce product over boosting our Security? If a project came up that said they would be enabling self-service, how much money or worker time would that reduce? 

These questions forced other teams to bring ideas in differently, but more importantly, it helped them frame their metrics with their current processes as well. In other posts, I can share some of those stories, but hope this encourages other organizations to think in metrics if they haven’t already. I am also looking forward to what other stories the community has as well.

2 replies

Userlevel 1

Awesome insights Jeff, thanks for sharing!

Userlevel 1

Thanks for breaking this down Jeff, good stuff!


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