Stanley Black and Decker

How Stanley Black and Decker uses Foresight to enhance new Salesforce functionality and clean technical debt from 12 inherited orgs.

About
Stanley Black and Decker

Stanley Black & Decker (SBD), Inc is an American-based Fortune 500 provider of security products, industrial tools and hardware, including brands such as Dewalt, Craftsman, Black + Decker and Stanley. Through its 56,000 employees in over 60 countries, SBD owns and operates the world’s largest tools and storage business and the second largest global electronic security company.

I know that there is always a chance that incidents may happen in Salesforce, you take risks, and you move forward. But Foresight is the one tool that helps us mitigate these risks and ensure that we are not breaking any existing functionality while delivering new functionality at pace.

The Challenge

A sizable portion of Stanley Black and Decker’s growth is largely attributed to mergers and acquisitions (M&As). This results in the need to plan to inherit legacy enterprise technologies and software platforms from acquired companies. Managing an acquired org presents different challenges from managing an org that’s always been owned by the same business, as the acquiring company needs to either migrate and/or integrate the org into existing architecture or assess how to maintain the acquired org in a current state.

Stanley Black and Decker had 12 independent Salesforce orgs to manage, the majority of which were legacy systems inherited after an acquisition that did not come with documentation or architectural diagrams. Without historical knowledge or system documentation, Stanley Black and Decker was often flying blind when planning how to manage their new orgs and address their technical debt. Before using Foresight, Lead Salesforce Architect Scott Strong and his team had to make their best guess at how to roll out new enhancements without incidents or outages. As the solution owner, Scott was doing the analysis manually and hoping it was not causing a breakage downstream or upstream.

To avoid developing on top of architectural quicksand, the Stanley Black and Decker team knew they needed to find a solution to help them update the architecture of their acquired orgs so that their Salesforce solutions could be built to last. They also knew they must address the technical debt of these orgs to ensure it does not slow down development, cause org crashes or limit their ability to use Salesforce features.

The Solution

Having heard about the product from another partner in the business, Stanley Black and Decker adopted Panaya ForeSight to focus on planning for enhancement deployments and addressing technical debt from inherited orgs. They wanted a solution that could handle all their deployment pre-planning needs and cut out the time spent on dependency tracking, all while reducing incidents and managing risks.

The Stanley Black and Decker team used Panaya Foresight to assist in new builds alongside technical debt removal. Panaya Foresight’s Impact Analysis solution enabled Stanley Black and Decker to instantly identify dependencies and potential downstream impacts with the click of a button. The solution helped them cut out hours of the time they previously spent manually poring through components to determine areas of risk. ForeSight empowered the Stanley Black and Decker team to assess the impact of changes comprehensively and quickly for better release planning. It also greatly assisted the team’s mission of technical debt reduction, empowering them to remove clutter from their orgs while avoiding inadvertently deleting functionality that’s still used.

The Results

Stanley Black and Decker has been able to dramatically reduce breakage and incidents while addressing the technical debt of the legacy Salesforce orgs they have inherited. Panaya Foresight gives the Stanley Black and Decker team peace of mind knowing that they no longer have to manually comb through all potential scenarios of impact, allowing them to focus on their projects and releases with better planning and incident management.

What used to take several hours now takes a few minutes, and incidence reduction has allowed the team to clean up their inherited orgs and optimize future releases.

Panaya was easily configured for access via Single Sign On and the Customer Success Manager has proactively updated the team on new functionality and promoted their feature requests with the Product Management team.

Change with Confidence