Swati Srivastava
Decision
Balance standardisation with local needs
Trade-off
Similar workflows did not automatically justify consolidation.
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Global Manufacturing
Understanding a Complex Salesforce Estate
A global enterprise needed a business-informed view of standardisation and optimisation across Salesforce organisations, while protecting legitimate business-unit differences.
My contribution: functional consulting and business analysis supporting the assessment and roadmap.
- RoleSalesforce Functional Consultant · Business Analyst
- CollaborationCross-functionalGroups shown below are a role map
- PlatformSalesforce
- StatusContributedContribution described below
The business challenge
A global enterprise needed a business-informed view of standardisation and optimisation across Salesforce organisations, while protecting legitimate business-unit differences.
My contribution
- Reviewed multi-org Salesforce usage and process variation.
- Analysed licence utilisation and adoption information.
- Identified potential duplication and standardisation opportunities.
- Considered integration, ownership and organisational dependencies.
- Contributed to assessment findings and optimisation recommendations.
The stakeholder perspectives
The problem
Hover or tap a group to see what it needed.
- Business units: Keep the differences that are genuinely theirs.
- Salesforce architecture: A clear view of duplicate capability, objects, fields and integrations.
- Licensing / Finance: Usage and cost used as decision inputs, not as promised savings.
- Process owners: Similar workflows compared across business units.
- Leadership: Recommendations framed in business terms, not configuration counts.
Decisions
Decisions & trade-offs
- Decision
Separate potential from realised savings
Trade-off
Usage data suggested opportunities, not guaranteed financial outcomes.
- Decision
Balance simplification with disruption
Trade-off
Any change needed architecture, integration and adoption review.
The solution workflow
Org estate, sorted
Example tiles illustrate sorting into Standardise, Keep and Review; they do not disclose actual scope, show growth over time or represent real org assignments.
An illustrative set is sorted into three groups: Standardise (duplicate capability), Keep (justified business difference) and Review (needs data). The grouping is illustrative.
Solution approach
The assessment brought together platform observations, process analysis and utilisation information to form a structured view of possible optimisation opportunities.
- Review
- Multi-org usage and process variation.
- Analyse
- Licence utilisation, adoption and possible duplication.
- Assess
- Integration, ownership and organisational dependencies.
- Recommend
- Contribute findings and possible optimisation opportunities.
Business value & evidence
The work supported informed discussions on CRM efficiency, governance and future rationalisation. No unverified savings are presented as achieved.
Historical narrative reconstructed from supplied portfolio material. Role boundaries, disclosure permission and source records require confirmation before publication. No independently audited results are implied.
Reported in source material
- The work supported informed discussions on CRM efficiency, governance and future rationalisation. No unverified savings are presented as achieved.
Pending
No invented metrics
- Individual contribution and sensitive functional detail remain subject to publication review.
- No additional percentages, ROI, adoption or deployment metrics are claimed.
Assessment estimates, not realised savings. The figures are withheld until the client approves them.
AI reimagined
Future-State ConceptCRM Estate Insight Assistant
Inputs
MetadataUsage dataLicence dataProcess inventory
Assistant
Clusters overlaps
Outputs
Candidate duplicatesCapability clustersReview queue
Controls
Architect validation · owner sign-off
- AI could cluster metadata, compare similar objects and workflows and flag rationalisation candidates.
- Business owners and architects would validate all recommendations before action.
Conceptual enhancement only. Not a claim of AI functionality deployed in the original engagement.
Context, contribution & lessons
The operating constraints behind the decisions, and what I would carry into the next engagement.
Context
The assessment brought together platform observations, process analysis and utilisation information to form a structured view of possible optimisation opportunities.
Challenge & constraints
A global enterprise needed a business-informed view of standardisation and optimisation across Salesforce organisations, while protecting legitimate business-unit differences.
- Similar workflows did not automatically justify consolidation.
- Usage data suggested opportunities, not guaranteed financial outcomes.
- Any change needed architecture, integration and adoption review.
What I did
- Reviewed multi-org Salesforce usage and process variation.
- Analysed licence utilisation and adoption information.
- Identified potential duplication and standardisation opportunities.
- Considered integration, ownership and organisational dependencies.
- Contributed to assessment findings and optimisation recommendations.
Lessons
- Balance standardisation with local needs.
- Separate potential from realised savings.
- Balance simplification with disruption.
Let’s build what’s next
Have a complex enterprise process, Salesforce transformation or AI adoption challenge? Let’s explore the problem, the constraints and the path to delivery.
