Issue

Syensqo requires a CRM system as part of its sales lifecycle and uses salesforce.com to meet its current CRM needs. 

The current Syensqo CRM architecture comprises of two productive instances of the salesforce.com platform (Core CRM and ICare), including equivalent multi-instance integrations with relevant backend systems (PRS, PF1, WP1) and point solutions (E.g., Dynasys, Gensuite, Qualtrics, Mappy etc.). Furthermore, the current CRM architecture is built on a heavily customized salesforce.com environment, featuring numerous bespoke and tightly coupled interfaces, primary reliant on WebMethods technology on both instances.

This architecture presents several challenges, including the following:

• Adapted processes exist in both ICare and Core CRM instances, with varying levels of maturity and user adoption.
• Customized solutions require ongoing management particularly in the areas of Quotation, Contract, and Pricing management.
• Intricate integrations with two backend systems, custom interfaces and WebMethods technology constraints are adding complexity.
• Collaboration among GBUs is hindered when dealing with key customers(transversal) and processes, due to multiple instances.
• Webshops and portals specific to each GBU need to be integrated twice, with both CRM and backend systems.
• Extensive customizations requiring significant resources, including specialized tools and skilled expertise, to manage regressions with every release cycle.
• Current bespoke developments hinder efforts towards aligning with a Simple and Standard approach.

Recommendation

A greenfield implementation of a unified CRM solution is recommended to address existing challenges by consolidating multiple instances, simplifying key processes, optimize pricing and quotation management, integrating complaint and quality inspection processes, and standardizing sample management through out-of-the-box functionality.

One single instance will enable day-to-day collaboration across GBUs on key accounts (transversal). SpP and Composite Materials share customers with GBUs currently on Core CRM. This aligns with the future state integration with One ERP implementation. 

Additionally, a new integration layer, is necessary because integrations are crucial and inevitable. This new integration technology could serve as a key enabler to simplify the architecture, reduce costs, and accelerate time-to-market for new requirements.

The new implementation should improve customer relationships by enabling real-time synchronization, eliminating custom logic and support imperative processes as well as reducing the total cost of ownership due to the re-implementation of the new CRM platform. 

Background & Context

Syensqo's current customer relationship management (CRM) processes are supported by a complex architecture that involves multiple applications, including two Salesforce instances, integration to both On-Premise and Cloud applications, and various manual and automated system interfaces.

See below two links for existing integration landscape: 

Core CRM interface provider.pdf

Core CRM interfaces consumer.pdf

The existence of two instances, along with heavy customizations and bespoke developments, presents the following challenges to all GBUs across Syensqo.

Customization: The two CRM instances have undergone extensive customization to meet the demands of various Global Business Units (GBUs). However, this customization has led to complexity in managing existing functions and delayed the go-to-market of new functions, thereby defying the benefits of cloud applications. E.g., OneQuote is a completely bespoke functionality developed to handle quotation management, but it has not been fully adopted by all GBUs. On the other hand, contract management is not being used for its intended purpose of tracking contracted sales executed, but rather only for reminder notifications. 

Collaboration: GBUs have to devote considerable time and resources to managing master and transactional processes, particularly for key customers who require cross-functional (transversal) support. As Strategic Key Customers of ICare share customers with Core CRM, this complicates day-to-day communications across teams. Also, Commercial samples management is entirely manual, relying on emails for inventory management, material records, and transactions, leading to significant communication challenges and time wasted.

Integration: The WebMethods architecture is becoming a bottleneck, hindering performance and scalability due to the large number of interfaces (over 100) across both instances. Notably, 30% of the incident backlog is attributed to interface-related issues. Furthermore, maintaining two instances results in duplicated effort, as each new interface requires double the development and implementation work. 

Governance: There is no top management sponsorship to implement a standard and simple solution on the current SaaS platform, and GBU requests are implemented with customizations, resulting in increasing maintenance costs year after year.

Further details on the current functional documentations related to customizations are available in the appendix.

Assumptions

• The choice of technology for the new CRM platform will be addressed in a later phase.
• SAP S/4HANA will serve as the ERP (Enterprise Resource Planning) application for managing and executing customer records, sales contracts, sales orders, logistics, warehousing, transportation, billing, and rebates. To ensure seamless business process execution and master data integrity, the recommended solution must integrate with S/4HANA.
• Orders generated globally from ecommerce solutions (Salesforce + SAP) represent only 4% of total orders for 2023.
• The technical benefits of One Platform stem from its greenfield approach. However, in case merge of the existing instances into one platform, minimal cost benefits are likely to be gained. 
• A separate KDD will be created, focusing on pricing strategy, optimization, approval processes, and execution.

Constraints

1. Gaining buy-in from stakeholders who may be attached to existing customizations and interfaces.
2. A clear and strong Governance is key to achieve agreement (especially innovative GBUs like Novecare) to use standard solutions offered by the cloud provider.
3. Securing proper sponsorship and executive support to drive transformational change, ensure resource allocation, and champion the initiative across the organization.
4. The current Salesforce platform is used for other processes, such as Marketing Automation, Partner Management, Self-Service Portals, and Net Promoter Score (NPS) Voice of the Customer

Impacts

1. Process streamlining will impact certain GBUs, requiring change management efforts to ensure a smooth transition.
2. Reassess existing interfaces and only reinstate or reactivate necessary ones.
3. Ongoing projects
   - OneQuote rollout for Composites: scheduled for 2025
   - Pricing module updates: expected by October 2024, to display List Price/Recommended Price instead of two separate prices.

Business Rules

No business rules identified in this phase to implement the recommended solution. Further assessments will be done in detailed design phase.

Options considered

Option A: Greenfield CRM implementation with single instance for all GBU's

A unified, cloud-based CRM platform to be implemented to streamline customer-facing processes across all Global Business Units (GBUs), replacing disparate systems. This approach offers several key advantages, including leveraging out-of-the-box features of the cloud solution, optimise existing custom enhancements, and use standard integration across applications with proven technologies.

Other advantages of this solution are: enhance the cross-GBU lead management process by providing real-time synchronization and automated lead assignment, implement a standardized pricing, quotation, and contract management process across GBUs, integrate the complaint management process by linking quality inspections, returns handling, and credit memos in ERP. It will also simplify the sample request management process and automate sample order processing in ERP.

Moreover, this option enables seamless M&A integration with minimal disruption, allowing for easy carve-outs or mergers without compromising the existing configuration. This provides a flexible and scalable solution for future business needs.

While this option poses some challenges, they can be effectively addressed through strategic change management and executive sponsorship, as detailed in the evaluation table.

Option B: Refine and streamline existing processes and integrations, retaining current two CRM instances.

Under this option, the two CRM instances will be retained. However, the existing non-standard processes and bespoke functions will be re-evaluated in collaboration with business stakeholders and replaced with standard, out-of-the-box approaches and functions.

The advantages of this approach are: reuse the existing architecture, standard processes implemented, and interfaces deployed. Training will have to be executed for the optimized and redesigned processes only. 

The key challenge would be getting buy-in from stakeholders who may be attached to existing customizations and the existing integration architecture and interfaces will need to be redesigned and optimized to align with the future One ERP backend architecture and processes. The other challenges have been detailed in the evaluation table.

Option C: Merge the two existing instances of CRM into one.

Under this option, one of the two CRM instances will be merged into the other. The GBU's of the retained instance will have all the existing processes and interfaces, however the merged instance will have to adopt to the retained instance business processes. If Core CRM is retained, then Speciality Polymers and Composites will have to be reengineered to adapt to the processes of Core CRM and vice versa. 

The advantages of this approach are: Only the GBU's in one of the instances will be impacted and the training will be executed only for the merged instance GBU's. 

The key challenges would be on the daily activities and long freeze periods, due to the use of the same platform instead of a new instance in parallel, also if ICare is merged with Core, the impacted GBU's are SpP and Composites with no significant cost benefit.

Option D: Maintain existing CRM solution in the current state, retaining current two CRM instances. 

Under this option, existing separate CRM instances will continue to exist, including custom implementations, bespoke functions, and integrations with all other applications.

The key advantages are, this option allows for the preservation of existing investments in CRM technology and customizations, avoiding the need for significant changes or rework. It enables the continued use of current systems and processes while also allowing for future enhancements and optimizations within each instance.

The key challenge is that GBUs operating independently poses a significant challenge, as it hinders the realization of benefits in cost reduction, faster time-to-market, and increased innovation. This approach clashes with the primary goals of a cloud solution implementation, which are simplification and standardization and also the existing instances need to be integrated with to be One ERP backend instance.

Evaluation

	Option A - Greenfield CRM implementation with single instance for all GBU's	Option B - Refine and streamline existing processes and integrations, retaining current CRM instances	Option C - Merge the two existing instances into one.	Option D - Maintain Salesforce in its current state, retaining current CRM instances
Alignment with "Simplification principle"	Systems, Processes and Integrations will be simplified and thereby reducing complexity, improve efficiency, and enhance collaboration across GBU's and time to market new features releases.	Although streamlining processes and interfaces will bring some improvements, maintaining two separate CRM instances means Syensqo is not fully embracing the simplification principle.	Simply merging the instances without streamlining the processes and interface architecture will not yield significant simplification benefits.	By maintaining the current state, Syensqo is not embracing the simplification principle, which could lead to missed opportunities for efficiency gains, improved user experience, and better decision-making.
Alignment with "Standardisation principle"	Standardization of processes and integration will help GBU's adopt best practices, ensuring consistency across the organization.	While streamlining brings in standardization in individual instances, existence of two individual instances still poses collaboration challenges teams handing Strategic Key Customers (Transversal).	By adopting standard business processes, GBUs will be able to leverage synergies across teams and minimize coordination and communication delays.	Retaining customizations and multiple instances means that standardization is not achieved, leading to inconsistent processes and data.
Maintenance Cost	A single CRM instance reduces no of interfaces with backend and other cloud solutions, simplifies maintenance, reducing costs and minimizing the risk of integration and interface issues.	Maintenance costs will be higher than they would be with a single, unified CRM instance, due to the added complexity and duplicated efforts required to maintain multiple instances and integrations.	Merged CRM instance reduces number of interfaces and simplifies maintenance, reducing costs and minimizing the risk of integration and interface issues.	Maintaining multiple CRM instances and customizations creates a complex environment that leads to duplicated efforts, resulting in costs increasing by 20-30%
Upgrade & Release management	Release and upgrade management is significantly simplified with a single CRM instance, offering a single upgrade path, faster testing and deployment, reduced risk of version conflicts, and simpler rollback procedures, resulting in lower costs and resource requirements.	Multiple instances still presents challenges for release and upgrade management, including longer regression testing cycles and a higher risk of version conflicts, which may require more resources and budget to navigate.	Release and upgrade management will be simplified with a single CRM instance, however with the bespoke developments still existing in the merged instance, will still need significant efforts and skilled resources for performing regression tests for every release cycle.	Multiple instances, coupled with bespoke developments, present challenges with every release, requiring significant efforts and skilled resources for performing regression tests. Additionally, the currently used disparate specialized tools will continue to be used for release management.
User Adoption and Experience	Significant change management effort as part of moving to a new simple and standardized CRM implementation.	While maintaining multiple instances requires careful management, it offers a tailored experience for each business unit.	Training efforts for the merged instance will be higher as they have to adapt to the business process of an existing instance and more often these processes are customized for the GBU's specific requirements.	Multiple CRM instances provide tailored experiences for each business unit, higher user satisfaction and require little to no significant change management effort.
Integration and Data Management	A single CRM instance simplifies integration and data management, providing a unified database, consistent data formatting, and reduced data duplication, resulting in improved data quality and integrity.	Although processes are being streamlined, it's essential to reassess existing interfaces to determine if they can be eliminated or optimized. If not, the benefits of integration and data management with multiple instances will be limited.	The existing custom integration of one instance will be retained but will need to be adjusted for the merged GBUs. Aligning the GBUs with custom integrations and data will be challenging.	With over 100 existing interfaces, mostly built using WebMethods Integration technology, maintenance is an ongoing challenge, and regression testing takes longer during each release.
Collaboration	One single instance will enable day-to-day collaboration across GBUs on key accounts (transversal). SpP and Composite Materials share customers with GBUs currently on Core CRM.	Having two instances would lead to data fragmentation, hindering day-to-day collaboration across GBUs on key transversal accounts, and causing inefficiencies in managing shared customers between SpP, Composite Materials, and GBUs currently using Core CRM.	One single instance will enable day-to-day collaboration across GBUs on key accounts (transversal). SpP and Composite Materials share customers with GBUs currently on Core CRM.	Having two instances would lead to data fragmentation, hindering day-to-day collaboration across GBUs on key transversal accounts, and causing inefficiencies in managing shared customers between SpP, Composite Materials, and GBUs currently using Core CRM.
Data Migration	The existing custom data structures need to be streamlined, and standard data structures must be adopted. To achieve this, business involvement and effort are necessary to align with best practices and simplify data structures in preparation for One ERP integration.	There will be a limited impact, since the existing data structures will be retained and optimized, with only the custom structures being phased out.	Data migration required for the merged GBU's, the data structure of the retained GBU's will need to be adopted by the merged GBU's	No impact
Availability & Sponsorship	High GBUs availability and commitment required before and during greenfield project, to define new & common processes. Sponsorship to impose a common process to all GBUs will be key.	High GBUs availability required before and during streamline project, to define new & common processes. Also, gaining buy-in from stakeholders who may be attached to existing customizations and interfaces will be challenging.	High GBUs availability required before and during merge project, to define new & common processes. GBU's to adapt to the retained instance business processes.	No impact
Legal & Compliance	New greenfield instance to comply with CMMC L1 and all the GBU's would have to follow the specific legal & compliance guidelines.	Having 2 instances allow specific legal & compliance requirements (iCare is currently more secure & protected with CMMC L1)	Retained instance to comply with CMMC L1 and all the GBU's would have to follow the specific legal & compliance guidelines.	Having 2 instances allow specific legal & compliance requirements (iCare is currently more secure & protected with CMMC L1)

See also

List of 120 currently active interfaces CRM Integrations List - File to Use - Google Sheets

List of Functional Specifications for current key custom and bespoke enhancements

Change log

Workflow history