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The last several months have brought a new sense of urgency to something licensing agency leaders have known for a while: migrating to the cloud is no longer a nice-to-have, it’s a necessity.
COVID-19 forced a massive experiment in telework and the delivery of services in a virtual environment. Now, technology leaders across state and local government organizations are being asked to expand telework strategies and delivery of services online over the long term.
If your licensing organization is evaluating solutions to enable automation and delivery of virtual services, it’s natural to prioritize finding the right technology over aligning with the right implementation partner. Here's why you should consider the partner first.
When was the last time your team documented your agency’s processes or set benchmarks to measure performance? If you’re like most, it’s likely been a while, if at all.
In theory, new technology should make the work of overloaded licensing agencies better and faster, and save valuable time and resources. But all too often, this is not the outcome. Why?
New technology implementations often run over budget, stretch beyond proposed completion dates, and don’t live up to expectations. How do you avoid this fate? Believe it or not, it starts with the request for information (RFI) and request for proposal (RFP).
In 2016, IDC released its FutureScape report that made several important predictions for the IT industry and digital economy for the years ahead. One important one was that by 2020, all enterprises’ performance would be “measured by a demanding new set of digital transformation-driven benchmarks,” calling for a 20 to 100% improvement in business performance. But more importantly, the report predicted at least one third of the top companies across every industry would fail to reach these new benchmarks.
Why build a connected enterprise? It will be the only way to survive and thrive in the next evolution of business, particularly as the concept of "business as usual" has been completely disrupted over the last several months.
Organizations invest in tools such as a CRM like Salesforce with the best intentions of using it to streamline operations, only to have it remain largely unused six months to even a year or two down the road.
The following are the primary roles needed to manage and maintain Salesforce teams in a continually evolving and growing organization.