Some great new features released. Here are a few of our favourites.
Dynamic Gauge Charts
Dynamically update gauge target performance values with values from the underlying report. Without this feature the target performance value had to be manually updated. Details here.
Control access to sensitive data
Previously some record visibility was exclusively governed by the parent record visibility. For example, a Task or Event’s visibility is based on the related Account’s visibility. If the Account publicly visible so were the child tasks and events.
This update allows for a further level of restrictions to be applied. Details here.
Org-specific performance analysis of lightning page performance
Lightning page performance has been a user bugbear from day 1. This tool gives you Org-specific metrics on page performance during the last 90 days. This highlights the worst and best performing pages. Details here.
There is a lot to unpack. Not least of which is all things Flow. Flow is set to be the future for workflow automation and will completely supplant Process Builder at some point.
If an Org has two nodes immediately below the prime node there is an issue with including all records owned by users in these two nodes.
Under the prime node CDV there is a CEO and a Co CEO node.
When defining the scope of records in a report filter the prime node, CDZ, cannot be selected.
A choice has to be made between one or the other CEO node.
This is not a problem in a list view since all opportunities can be selected in the record scope without having to choose a node other than the prime node as is the case for reports.
The workaround is to either use a list view or create the report in Classic where all opportunities can be selected. Note that if you edit the report in Lightning after it has been created in Classic it will assume the above behaviour and the report will be limited to the first CEO node.
Update (4th Nov 2018): This is a known issue and will be fixed in a Winter ’19 patch
1. Pick 3 burning issues to fix / improve or new initiatives to generate value. What is important is having a clear picture of the full vision and selecting a technology stack which will support adding functionality as required.
2. Identify metrics to measure the benefits for e.g. increase conversion of website visitors by x percent, decrease admin time to process sales by x days, etc. Start with a baseline measure even if it is an estimate. Build dashboards and reports which can readily show the improvement in the metrics.
3. Identify one person or team to drive and deliver the implementation. Has the mandate to make decisions or can easily get to decision makers.
When it comes to managing the overall change:
4. Ensure that the leadership team is fully bought-in and understands the impact of the new system on the ways of working (the change will not only be a system change but will require changes to processes and how people work)
5. Make the case for change and ensure that it is commonly understood (the why, what, how, etc) across the organization. Most people would agree that emails and spreadsheets are not the most efficient way to work but changing well-established habits and getting someone to log onto a new system and do a task differently requires change effort. Must have a clear answer to the question ‘What’s in it for me?’
6. Don’t underestimate the need for training and communication. These are just as important as the technology and directly lead to better adoption of the system.
Through evolution our brains have developed to recognise and assimilate patterns as shorthand for dealing with what we perceive as reality. As we go through life our experiences are hardwired as knowledge to allow us to react to external happenings without having to rethink our responses to every similar event which we have already have experienced.
Innovation requires us to forget, in a sense, what we know and look at problem solving from a new and fresh perspective. This is similar to children who are ‘unencumbered’ by the hardwired and previously assimilated responses which often prevent us from identifying or appreciating novel innovative solutions.
Salesforce.com’s Analytics cloud a.k.a Wave is aimed at a broader subset of business users beyond sales and marketing professionals, designed with a mobile-first experience for downloading data from any source.
Wall Street stalwarts such as Dun & Bradstreet and Thomson Reuters will be funneling in their data while Silicon Valley players such as IBM, BlueWolf and SnapLogic will follow up data integration capabilities — all for making sure more crunched analytics and insights are available for new and future enterprise mobile apps.
Big-data products are generally targeted at large enterprises, and for good reason. They can be enormously expensive to initiate and operate, and therefore out of reach for the average startup or small business.
That’s changing, but fledgling firms need to answer some hard questions before embarking on a data-driven strategy. These include: Do I need a big data system? And what insights do I hope to gain from it?
A recent study by IDG found that 69% of enterprises have either applications or infrastructure running in the cloud today, up 12% from 2012. The IDG Enterprise Cloud Computing Study 2014 found that cloud investments have increased by 19% in large-scale enterprises (1,000+ employees) spending on average $3.3M a year. In 2015, 24% of IT budgets will be allocated to cloud solutions, with the highest percentage being allocated to SaaS models.