THE CASE, THE COMPANY AND THE PRODUCT This chapter gives a brief introduction to the case, followed by a brief introduction to the companies involved, and finally presents how adoption challenges are run in general, and specifically how the challenge in Norway was conducted. The case ABB introduced SFDC in 2016. Along with the introduction, training was given to most users, and additional support was available. However, the different functionality within SFDC was not all available from the start. Additionally, not all personnel were required to utilize SFDC from day one. The training and additional support was only available in the first few weeks. As a response to requests for help with increasing user activity in SFDC from management within the different countries, the concept of ”adoption challenge” was created. Since 2016, a significant amount of adoption challenges have been run. What effect these at impacting user motivation and overall usage has not been identified. That is the purpose of this thesis. About ABB ABB is a Swiss-Swedish company that describes itself as ”a pioneering technology leader in power grids, electrification products, industrial automation and robotics and motion, serving customers in utilities, industry and transport & infrastructure globally” . ABB is present in over 100 countries and has approximately 147 000 employees . ABB traces its heritage 130-years back, and today consists of four divisions: Power Grids, Electrification Products, Industrial Automation and Robotics and Motion . ABB’s customers are in the utilities, industry and transport and infrastructure segments. What ABB does can be simplified down to two value propositions: ”bringing electricity from any power plant to any plug and automating industries from natural resources to finished products” . In Norway, ABB consists of about 2200 employees in 12 locations, headquartered out of Oslo . About 65% ABB Norway’s business is to Norwegian customers and the remaining 35% are to the rest of the world. Why ABB introduced Salesforce As ABB embarked on a journey to transform the value message from copper and iron to a digitally focused offering, they had to find a partner to help them go from being a company which is ”inside out” to ”outside in” . In a taped discussion between Ulrich Spiesshoffer and Marc Bernoff, the CEOs of ABB and Salesforce.com respectively, the idea of the transition from ”inside out” to ”outside in” was illustrated by the product development cycle. The change would be away from the previous way of developing products, where a R&D-scientist and product engineer would sit for years and develop a product before presenting it to customers and bringing it to market . Instead the development would be done in collaboration with the customer . The partner ABB chose for this transition was Salesforce.com . About Salesforce.com and SFDC Salesforce.com is used to describe both the company and their product - a CRM-platform. The company launched in 1999, and has been credited with being one of the big drivers in ’cloud software’ . Today it is a multi-billion dollar company which was named as the ”#1 most innovative company” by Forbes in 2017 for the fifth time . To distinguish between the company and the product, SFDC will be used to indicate the CRM-platform. SFDC is a CRM-platform, which according to Salesforce.com supports companies’ sales teams with front end sales, marketing, engagement, analytics, pricing, quoting, e-commerce and much more . About the adoption challenges SFDC implementation in ABB is directed by a global team, with each country being responsible for the utilization of the tool within their country. The adoption challenge is one of the frameworks which the global organization offers to the individual countries. The challenges are typically run over the course of ten to twelve weeks. Each week there is a training session with a specific topic in mind. In the same session, winners of the previous week’s challenge are also likely to be highlighted. The reward for winning these challenges can vary from a virtual sticker or praise, to time off, or a more valuable gift, like an iPad. In the research, no guideline for this was found, so it is seemingly a choice made country by country. For the adoption challenge run in Norway, no such prize beyond praise was offered. In addition to the weekly session, a discussion group is created where users can ask questions and super-users, also known as champions, or other users, may respond. Here, presentations and recordings of the sessions are also made available to all the users of SFDC within the country. Some challenges have also been run for specific user groups, for example the executive account management team. However, these challenges have not been considered, as they were not straightforward to identify out of the available data. The adoption challenges investigated are shown in table [table:countries]. The start and finish of the adoption challenge is shown. The last two columns show the start of the before-challenge period and the end of the after-challenge period, respectively. The period measured in its entirety is the dates between ”Before start” and ”After finish”, inclusive the dates in the table. The adoption challenge run in ABB Norway The adoption challenge in Norway was run between mid April to late June, as seen in [table:countries]. Ahead of the start of the challenge, an email was sent from the country manager to all employees, informing that a challenge would be held, and it was informed that the first session would start on Monday the 16th of April. Each of the ten weeks concerned a different topic. Along with each topic a focus area for the week followed and a set of tasks were to be completed. Participation in the weekly sessions was through Skype. The owner of the adoption challenge would host the Skype meeting, and everyone would join in. It was informed that there might be a limitation in the number of possible attendants in the meeting, so people were encouraged to sit together. Each week presented a new objective, along with a value and the metric which was being measured. The tasks that were decided for the day were performed on screen in each session, along with explanation. The recording of the presentation and discussion were made available to all, including those who were not able to attend. The information given also contained details of where to get further assistance, to the discussion forums and to further training materials relevant for the topics. There was also room for questions. The questions that were not answered in the presentation were recorded and answered on the forums later. In all weeks, except the first, the performance results from last week were presented. During some of the weeks, the people who had contributed the most towards fulfilling the goal were highlighted. In Norway, the adoption challenge comprised the weekly session, the online forums, the recordings of the sessions, the associated tasks, the further training material and additional support from local and global super-users during the period.