A common request we have from our customers is helping them merge existing Salesforce orgs. This generally results from wanting one view of their customers, the acquisition of a business with its own Salesforce Org or the alignment of existing business processes across previously diverse groups. Whatever the reason there are a number of key factors you should consider – I’ve listed our top five tips for merging Salesforce orgs.
1. Why merge Salesforce orgs?
You have two Salesforce orgs, so you should consolidate them… right? Well not always. Having separate orgs could make sense when there is no overlap in customer base, business processes are distinct or the business themselves are autonomous. But if you have decided to merge then you’ll want to move to tip two now? Again, not necessarily. Have you thought about the key business drivers for the merge? Is it process harmonisation and/or upsell across businesses? How will you then measure your drivers?
2. It’s not just about the data!
Well it is (see point 3), but often we find data, and the process to migrate data, only one of a few factors to consider. The business processes within the target and source orgs are also critical. There will be different business processes, with differing levels of complexity built in to each org with aspects in each being seen as more advanced. So the first thing you’ll need to do is understand the “As Is” processes in both and agree on the “To Be” processes.
OK, so data is quite a big part! Determining what data you have in both your target and source orgs will be critical. Then agreeing on the data you are going to migrate and deciding the next step, quickly followed by data quality analysis and data deduplication, and thats within each org and across the two! So we can’t stress this enough: migrating the data will be one of your biggest tasks and will underpin all other areas of your org merge process.
The integration is always a complex part of any project but could become twice as complex with two sets coming in to one org. If you have distinct integration points then these might be largely left as is, but if those integration points are impacted by process consolidation resulting from tip 2, then data flows will need to be remapped. Apps will also be a common theme in any org so you’ll need to be clear on how these are used and determining which to keep in the target org.
As with any process, in order to make decisions on all the above you will need strong business buy-in and key decision makers aligned to the project to make quick decisions. Demonstrating the benefits of the “To Be” state to the impacted business groups will keep them engaged, even in the earlier stages.
Jon Maynard has over 19 years of wide-ranging CRM experience, initially with an end user but for the past 15 years as a consultant for a variety of system integrators. He’s worked with numerous customers to deliver solutions for both enterprise and small scale implementations across multiple industries. Jon works in BrightGen’s Customer Success Team, whose focus is working closely with customers to provide technical and business solutions to ensure they get continued value and progression.