The largest Salesforce implementation in the Central European region started in February 2023. During the Innovation Day 2023 conference, Veronika Řeháková, Domain Lead – Digital CRM at Česká spořitelna, together with Jiří Mach, CEO of Enehano, shared the project’s greatest successes, plans for 2024, and risks that threaten an implementation of such a scale. Veronika started her career at Česká spořitelna 18 years ago from the very beginning, as an operator in the client center, where she experienced daily work with various systems. After a few years, she was given the opportunity to head the customer center and is currently in charge of the Salesforce implementation project.
Could you elaborate on the scope of the entire project?
>>>lass=”yoast-text-mark” />>The project was launched at the beginning of 2023 and we gambling data indonesia expect the first implementation in the first quarter of 2024. The initial introduction to the Salesforce platform took place in 2021, when we introduced the Marketing Cloud to the company . During 2023, we then decided to introduce the Financial Services Cloud to the company, which will replace our current CRM, Siebel. The first implementation will concern our bankers at the branches . Then, in 2024, we expect the introduction of Salesforce to our client center , where we are also considering replacing the telephony with something newer that will be compatible with the Salesforce environment and ecosystem.
And will that be all for 2024?
>>We are planning the migration of the corporate part, which currently ability to read technical documentation in english uses Microsoft Dynamics, and I am very pleased that we will replace two different CRM systems with one, thus connecting these two worlds. Our goal is to continue to promote Salesforce as a platform further into the bank and make the most of its capabilities, in short, to get Salesforce into Spořka’s DNA.
This project is huge and will affect everyone at Česká spořitelna. How do you manage such a large project and what works for you? And what works less in managing this project?
We manage the project 50% agile and 50% project-based, it has its own project management. The project team also follows agile principles and we operate in fortnightly sprints. Of course, there are a lot of new things for Spořitelna. It’s a bit of an experiment and not every day is rosy.
You have decided to build your own Centre of Excellence. How big is the team?
One of the key priorities is to create an internal Salesforce team at ČS. This means hiring senior employees who are Salesforce enthusiasts and not relying solely on external capacity. We are fortunate to be able to spread Salesforce knowledge within the bank, as we have around 40 enthusiasts internally who form our small CoE.
>>Are you considering using AI as part of an MVP (a product with the least possible functionality, but which is fully usable and allows you to quickly obtain feedback from customers for further development, author’s note)?
And will that be 2024?
=”yoast-text-mark” />>>At Spořka, we try to keep up with the trend and at the same time use AI thailand data and modern technologies for routine tasks. In order to be able to keep our promises and helpchange , and it was crucial to find the right balance between delivery and ensuring that users appreciated the change and could fully use it.
And will that?
How do you manage the change process given the size of the entire project? How big is the team behind it and how do you operate?
We now have a team of about thirty internal and external people within the domain. At the beginning, it was crucial that we received the support of the entire top management. In our change management team (change management team, author’s note) we have 2 colleagues whose work is changing dynamically.