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October 3, 2019

Servitization/ Asset Monetization - Manufacturing Industry Business Transforming Models

In the past few years, customer service concepts and strategies have penetrated every industry segment. While some industries have touched the surface of this vast area some have gone ahead to invent innovative stratagems to engage customers, bring home the laurels of repeat business and record breaking NPS. Manufacturing industries including industrial machine manufacturers, automotive and chemical sectors are also investing heavily to stay competitive and provide proactive integrated and omnipresent customer service. In the recent years, taking a step forward in the 'Game of Service', Manufacturing organizations started maneuvering product centric services as a differentiating factor in the market. This mantra popularly known as 'Servitization' slowly became the key business model for Manufacturers looking at bringing revenue as a part of their service operations. 

Continue reading "Servitization/ Asset Monetization - Manufacturing Industry Business Transforming Models" »

September 28, 2019

Fighting Opioid Crisis through Infosys CarePlus 2.0 - Infosys@AHIP

This year at AHIP, the Infosys Team had an interesting problem statement to ideate, discuss and solve - How do we fight this impeding Opioid Crisis with a Digital Platform?

Fighting Opioid Crisis - CarePlus2.0_AHIP.png

Why is Opioid Crisis critical today?

The direction for this discussion was set by our own Healthcare Consulting Head, Amit Shukla, who has more than 20+ years of experience building digital solutions for many of the health care payers. Amit shared his perspective on the impact of the opioid crisis on the current health care ecosystem and the social determinants affecting the patients. The opioid crisis has put a strain on the existing fragile community support for transportation, healthy food, and clinical support, especially in rural areas.

Can we leverage the best of the design and technology to build a scalable, interoperable and personalized platform which can enable

·         Personalized customer experience which will enable the care management team, provider network and member

·         Pre-built care management process

·         Derive actionable insights from the 360-degree view of the member's data and provide proactive interventions

What are the practical challenges for the providers and the extended care management team?

Dr. Sudhakar Rajamoney with 15+ years of experience as a chronic pain specialist and treating patients with opioid abuse added an interesting perspective and set the tone for the discussion. Some of the key points highlighted by Dr. Sudhakar:

·         The subjectivity of pain scale and the opioids prescribed - The pain scale defined from 0-10 is very subjective to the member's capacity to manage pain. Using this scale to provide opioid is not the right approach

·         Practical interventions - There have been cases where the patient's activity has been tracked by the number of steps. The physician can assess the need for opioids based on their level of physical activity 

·         Physician's dilemma - Especially away from the metros in the rural areas, the physicians have very low exposure and training in treating opioid abuse. The idea is to find the effective care pathway that is personalized for the individual

How do we gear up to fight the opioid crisis?

Infosys team has designed a digital platform on Salesforce to fight this opioid crisis. Infosys CarePlus 2.0 is a preventive, care platform that is provided as-a-service on the platform. It enables the physicians to connect and collaborate better with members and their care management network by providing a 360-degree view of every member. It focusses on:


·         Human-centric design - Employs intent-driven design which can aid in providing the key actions and components for a physician/ care manager to effectively connect and collaborate

·         Connected ecosystem - Complemented with an ecosystem that can support vertical integration (focus on care for multiple disease conditions) and horizontal integration (connecting multiple stakeholders across the payer, patients, and providers).

·         Opioid Management with Streamlined tracking Opioid intake, MME Score, Opioid Risk Score, PEG score

·         Provides Inbuilt analytics platform for insights on member data and proactive interventions for the provider


More information on the CarePlus 2.0 can be found below:

Fighting Opioid Crisis...through Infosys CarePlus

September 26, 2019

Designing a Digital Provider Network Management Platform for the Future...

As health care is gearing up for the next phase of the digital wave, the definition of the "provider" has been changing and extends beyond physicians, clinicians, and health professionals. The idea of social care network including nurse practitioners, social workers, pain /addiction counselors, and other local community organizations are getting included in the Provider networks. 


The role of non-traditional providers continues to grow within the health care system to address the patient's underlying social determinants of health such as housing, access to nutritious meals, employment and support. The provider data management has been focused on traditional episodic care, but the industry's shift towards value-based care has changed the definition and added new provider data challenges. Inaccurate data on the provider puts millions of patients at risk costing billions of dollars.

Digital Provider Experience Platform.png

Why do we need a digital provider network management Platform?


  • Accurate Provider Data for better Patient Care - Health plans and payer organizations are unable to collect and evaluate provider information across the university, local authorities and provider directories. Further, the lack of reliable sources and no standardized "standard source of truth".
  • Reduce the call volumes and administration costs - A claim processing with missing or inaccurate provider data causes payment processing failures or denials, this results in multiple calls to the provider support and health plan outreach to providers to gather and validate the information.
  • Provider a transparent and simplified process - By providing a transparent and simplified process - the response time gets shorter to whether the provider can even join the network, frustration can be reduced dramatically


What are the key challenges to address in this space?


  • Out of Date / Inaccurate Provider Info. - There is no accountability to provide clean and accurate data to the payer ecosystems. Invalid/incorrect provider contact information is detrimental to a member's access to care. 
  • Largely manual process and delayed process - Enrollment is scarcely automated, causing multiple interventions and a large amount of waiting time. There is a need for a transparent and simplified process.
  • Regulatory Risks - The regulatory and policy initiatives have increased provider data challenges causing CMS penalties and fines


How can we build a next-gen platform for Provider Network Management?


Platform design vision is to build a unified platform for provider network management which focuses on the following:


  1. Provider enrollment - Simplified personalized user experience leveraging intent-driven design for provider enrollment and personalized experience built on SF community cloud
  2. Provider Credentialing - Credentialing process should be the first line of defense to onboard a provider, but in reality, this process is cumbersome. The idea is to build a digital ledger that can onboard third parties and collates information. The digital platform will leverage SF blockchain for the credentialing process
  3. Provider Contracting - The contracting process should be streamlined leveraging Vlocity Health 
  4. Provider Onboarding and support - The onboarding is crucial and the most ignored part of the lifecycle, we would be leveraging content management for provider onboarding and self-service


Further Reading and References:

Defining the Provider Data Dilemma - CAQH

September 24, 2019

Automation possibility in Sales and Provisioning (revolutionizing bot's entry)

Bots are extensively being used in Services today. Automation in the field of sales and provisioning seems to be much sought after thing as well. In rather complex telecom business process of Sales and Provisioning (OM) cycle, endless possibilities exist with Bot in streamlining some of the standard processes around Order configuration/New Asset creation and MACD; realizing business benefits like improved customer interaction, automation and selling.

Continue reading "Automation possibility in Sales and Provisioning (revolutionizing bot's entry)" »

Infosys @ AHIP - Day 1

If there is one word to describe today - it would be "energy" - Today it was a great day of energized - learning for Team Infosys along with many of our customers in the payer and provider space. In Washington DC, the team was all set to learn, discuss and share their learnings on trends impacting the transformation of the health care ecosystem and effectively removing the barriers between payers, providers and the patients through technology.


What are we doing here at AHIP?


Infosys is a silver sponsor at AHIP focused on digital platforms helping our payers and providers effectively collaborate and add value to patients. Our focus would be to fight the opioid crisis through prevention, de-risking, and rehabilitation of patients. Infosys CarePlus Platform built on would be relaunched and expanded to cover specialized care, chronic disease conditions and provider network management. (

Infosys at AHIP - Day 1.png

What did we learn today?


  • Wellness transformation - There are quite a lot of discussion around wellness programs for employees and multiple solutions focusing on employee wellness
  • Provider Network management - In today's world, the risk shift to the provider ecosystem has enabled quite a lot of innovation in the provider network space. Also, there were many requests on predictive analytics and process improvements in on-boarding, contracting, payments and digital credentialing
  • Value-based insurance design model (VBID) 2020 - It is good to see Health care innovation across value-based insurance by condition, rewards and incentives, telehealth networks (impact of 5G) and Wellness and Health care planning
  • Whole Persona Care - Today's world of care works on getting the best of standardizing care and localization on the specific community where the patient resides. There is a push for home visits and personalized care in the community
  • Conversation on Prescription Drugs - The whole discussion was on pricing prescription drugs - the right cost is determined by the intersection of cost of innovation, government push and key social determinants of the drug.

Looking forward to the next few days of learning and productive discussions.

September 16, 2019

How engaged is your indirect channel?

Over the last few years, the channel sales role has gained importance with over grown array of products and services, changing customer preferences, demands of service based sales, digitized business models and zoomed revenue targets. A glance through their journey manifests their evolution from being a Value-Added Reseller to be an Original Equipment Manufacturer (OEM), Distributor, Independent Software Vendor (ISV) and System Integrator (SI). In fact, with this progression, today, their contribution in gross sales improvement across industry verticals especially Telecom and Manufacturing is significant. In alignment with this growth trajectory, the process of handling the Channel Partner activities has also evolved from on paper based registration and tracking to excel based monitoring to solutions providing online management of all Partner Management activities. Well the progression hasn't been enough!

Continue reading "How engaged is your indirect channel? " »

September 10, 2019

Salesforce CPQ Order types - An Introduction

While leveraging Salesforce and CPQ apps for an eCommerce kind of order capture and fulfillment journey, we often come across several concepts which a typical Salesforce sales cloud or service cloud consultants and developers might not be very comfortable with, I have seen several CPQ implementation projects involve a deeper learning and understanding of the sub-domain itself.  This article attempts to introduce some of the basic definitions in the order management world, which one has to be aware of!  This will help in solution-zing and executing a CPQ oriented projects.


Types of Orders



ADD Order or Install Order is mostly referred to as a New Provide that means a fresh new order for a customer. Add Order is also sometimes referred to as an order in which a new product is added to the existing subscription of a customer. 



     As the name suggests MODIFY order / CHANGE order is an order created in system when there is any change with respect to quantity, no of users, no of licenses, bandwidth, volume limits or any other technical / commercial attributes in a product under an existing subscription. 



This is not exactly an order but a process, which allows the Agents to make changes in the ongoing order (of any type - ADD / CEASE / Modify) which has passed the point of no return in the E2E order fulfillment journey but not yet activated. 



Cancellation is a process of cancelling an ongoing order before the Point of No-Return.  (E.g. User has placed an Order for Broadband connection and the Communication provider has just started Feasibility check while the End customer requests to CANCEL his/her order).



Cease orders are used to cease (stop / terminate) the existing active subscription of a customer when the customer decides to discontinue an active service. 



Suspension as the term indicates is a temporary disconnection associated with Start/End date with the suspension reason. Suspension can be due to non-payment of bills/invoices or End customer is temporarily out of station and hence requested to keep the Asset (or even an on-going order) under Suspension with future resumption date.



Cancellation is a process of cancelling an ongoing CEASE order before the Point of No-Return. (E.g. End customer requested a Termination of his Asset however before the termination could be completed, End customer has requested to keep the Connection / product intact and not to terminate/cease).



      Move order is the process of moving the subscriptions/services to a different or same Installation Address. However, the account (customer) is the same, which means you are moving the services to a different installation address for the same customer. 



Takeover is the process of moving the subscriptions/services a customer (Account: Source) has to some other customer (other Account: target). Thus, the subscriptions and service are taken over. Each customer is associated with a number of Billing Accounts. Hence, there is Billing Account change as well (when Customer is changed).

E.g., Takeover orders are administration orders that are initiated when the customer wants to change the Account of an active subscription. For Example, today I am staying in Paris 31/802 on rent and tomorrow Mr. X replaces me now in order to get the name changed on the bill/system and the linked billing account, I will inform the service provider that Mr. X has taken over my subscription.  In such a case, a takeover order will be initiated in the system by an advisor where he/she will change the customer account and the billing account of an active subscription. If the new customer account does not exist, it shall be created prior initiation of the takeover.



Invoice switch is a process of only changing the Billing Account (Consider an Enterprise Customer having multiple billing accounts) of the Subscriptions/Services keeping the Account/Customer same.

For Ex, if company decides to pay my bill, I will ask for an Invoice Switch to the company billing account J. In this case the subscription is still registered on my name but the bill is paid by another customer i.e. Infosys.


     Apart from above basic definitions, kindly note below processes / activities are quintessential aspects while dealing with any kind of Orders.


1.      Technical Intervention involved for these orders.

2.      Onsite Visit involved.

3.      Behavior of promotions for these orders.

4.      Impact on the bill.

5.    Level of access for these orders. (Not everyone can initiate every kind of order in system. This becomes an important aspect when designing the security model in CRM) 


       Dear readers, plz share any advanced order types you might have seen in your engagements. Thanks for knowledge sharing.

The latest news I heard was coming Feb 2020, Salesforce is making Integrated order management system GA ...  


August 29, 2019

Data Migration (into Salesforce)

Data migration projects are generally effort intensive & demands meticulous planning and control, there needs to be SME from both legacy CRM and Salesforce side who understand not only the functionality but have thorough understanding of data model of each systems.

Where and how to start?

1. Aligned Data migration timeline with that of E2E overall project plan.
2. Understand when the existing legacy CRM licenses are going to expire
3. Discuss with the stakeholders around when they want the migrated Salesforce data to be available for user testing
4. Discuss and decided data volumes, dates when the legacy CRM can be freeze, the attachments volumes to be loaded, etc.

Ideally, starting with a data migration plan and strategy is recommended.

Strategy should go to good amount of details such as 
Exact scope of data migration, Volumes, Dates of imp milestones, Tools being used, Out-of-scope, The migration approach, Environments that will be used for migration, whether it's big-bang migration or not,  How many rounds of testing will be performed, RACI matrix, Assumptions, dependencies, testing approach, etc.

From Salesforce perspective, the proven and stable migration approach would be as depicted below:

Legacy CRM   -->    Staging Area (with two data model)    --> Salesforce

Staging area can typically have two data model created (one which reflects the entities and relationships as per Legacy CRM) and (another which reflects the entities and relationships of Salesforce CRM)

Use the Staging area to apply Cleansing, De-Duplication, Enrichment, transformation and other business and archival rules and load the records into Staging area (SFDC data model).  This way, the final CSV file which is generated from Staging area (SFDC data model) will be nearly identical or perfectly ready for Salesforce team to upload using any data loader tools

On legacy CRM - One can use Sql loader or other tool based on the type of database (Oracle, MS, and IBM)
On SFDC CRM - if data volume is low - one can use Data Import wizard, Apex Data loader, Jitter bit,, Informatica data wizard, and many more.

Kindly note for data transformation or extraction - you might need to leverage iDSS Infosys data migration framework or any commercial ETL tools (Talend, Informatica, Mulesot, etc).

Below is a SFDC suggested order of migrating the entities (Indicative and not comprehensive list):
 0. Users
1.  Accounts
2.  Campaigns
3.  Contacts
5.  Cases
6.  Solutions
7.  Price books
8.  Products
9.  Leads

However the Order of above entities might change from one project to another depending on the existing relationship in legacy CRM but overall the order is as given above.

Some more tips:

§  As you move in additional data into your Salesforce instance, keep a watch on the space you are consuming. In case you are reaching your permitted space limits, it is time to call your Salesforce representative to purchase additional space

§  It is important to plan out the data migration. The users should be informed well in advance about the cut-off date, and possible issues that may happen. Also it is always a good idea to have a few pilot users available to test over the weekend in which a major data migration is planned.

§  It is also import to do sanity testing directly in Salesforce. Login as different types of users, and view a few records of different objects. Compare these same records manually with the original system. Although many tools are available, there is no replacement to manual verification when testing data migration

§  From a developer perspective it is important to plan/provide sufficient time for testing the results of data migration before you roll out the instance to users. Just because the data loader has executed without any errors does not mean that the migration is complete. Use the Developer console to perform basic queries like - total number of accounts of a certain record type, number of accounts without any contacts, number of accounts owned by user XYZ etc.

§  You need to evaluate if all the workflows and triggers of the impacted objects should be disabled before uploading data. Often there are active workflows that send emails to customers when certain stage is reached

§  It is easier to remove duplicates from a spreadsheet than merging them in Salesforce.

§  Use the Excel Connector or Apex Data Loader and V-lookup to compare new records against existing records before importing. 

§  Lookup Relationship-- > By Changing settings to "Clear the value of the field"

§  Master-Detail Relationship -> Sort Salesforce or External ID by ASC or DESC order to prevent record locking

§  Map the External Id for future traceability

§  For reports and dashboards to work on Salesforce just the way they did on legacy CRM, it's a good idea to enable the Audit fields in Salesforce where CREATED BY and CREATED DATE system fields can be edited via data loader during migration, this way the Created by user on Salesforce for the records will be exactly same as the one in your legacy CRM.  This will help in your OWD, Sharing rules to work seamlessly even after migration.

So dear readers, please comment on additional steps or precautions you would have taken or seen getting implemented in real projects. thanks for your kind knowledge sharing

August 26, 2019

Oops!! Whats wrong with my Salesforce sharing rules...

First time while I was preparing for my Administration Exam I watched this video "Who Sees What: Overview on salesforce" ( )... I was very impressed!   Later while working hands on I realized things can get really messy and could easily go out of hand if we don't really keep strong strategy and control.

Too many roles, too many sharing rules, complex Account teams, too many permission sets, these all could lead to loss of control on data visibility aspects in your Org. It is advisable to administer the sharing with strong change management process in place.

Who Sees What in Salesforce is fine, but when we come across a situation where we need to figure out why a particular entity, record or a field is being visible / editable by some other user - how should we approach such problem statement ?!

Recently in one of our engagements, post data migration - we had this exact issue to solve.  Client said that a particular USER was not supposed to see other account information, whereas when we simulate and log in behalf of the USER, we could see much more accounts than he / she we thought should be seeing in actual!

Now, Is there a logical way to solve or get to the root cause of these kind of sharing issues!  Let's check out. I am considering an ACCOUNT record visibility issue for illustration here:

Profile / Permission set controls CORE CRUD permissions for Object as well as Fields, so let's say this is bit easy.  Hence let's focus more on Record visibility, ability to read or edit the records of some other user which is where a lot many permutations / combinations are possible!

 Is the USER in question is actually the current owner of the Account record? check for this first

Ok - Shall I enable Debug logs? And trace the log for any clue?!  -- Nopes, this won't help.  In salesforce the sharing reason is not revealed via debug logs ...

 Hey!! What about OWD? Is it Public Read-only / Public Read write already? If yes, then you already got your answers... else if OWD = private, keep checking further...

SHARING RULES (Public group, Role, Role/Subordinate, Queue):
Is there any Sharing rule on Account? Is sharing rule based on Public group? Or Role and its subordinates? If yes, then quickly see if the USER in question is part of Public group!?   Or see if the Sharing rule is directly sharing to a particular ROLE?  Or Access is rolling up the hierarchy?  Or sharing rule is for ROLE+Sub-ordinates?!    If No sharing rule is found, then move on...

See if there are any Sharing rule over-ride?  I.e. exactly PROFILE / PERMISSION SET with VIEW ALL / MODIFY ALL permissions?!  Permission set - not associated either.

Account team - is a feature to enable users with different level of access on a particular Account so they can work as a team, hence check if the USER in question is part of Account team?! Or at-least see if any of the Account team user is beneath this USER in the ROLE hierarchy? Or   if the USER is manager of the Account team member?!

You may use Workbench to query the Accounteammember entity along with AccountShare entity to see which all entities are shared with this USER and in what level?! I.e. READ / EDIT?
Did you get to root cause yet?! else keep continuing ...

ACCOUNT SHARE (Implicit, Manual, Owner, Team):
When you search on Accountshare - some sharing reason will be due to IMPLICIT permission, which means - because the USER is the owner of some of the child entities (i.e.  if USER is owner of Contact , then implicitly this USER will have READ access on the Account to which his Contact is linked to ),  same applied b/w Opportunity and ACCOUNTs

Code based sharing is possible, however this is more of invoking a Class as system user or as a specific user and execute a logic

If you are dealing with Communities user - better to check Sharing sets to see if there are any sharing b/w external users to internal users?!

See if someone changed OWD recently? This might lead to re-calculation of sharing - but at times, this will take more time.  This might have led to USER ability to see the record.

Are you tired, still not able to figure out root cause, raise a SFDC case and hope for some help!

Dear readers, Ifyou find any points above are technically incorrect, plz shout back - I shall revisit those points,  also if you have some more additional investigative tips, kindly do share through your valuable comments.  Knowledge is worth sharing... 

August 25, 2019

Setting up a Watchtower to Monitor, Measure and Manage your Vlocity Applications...

Why do you need a Watchtower for your Vlocity applications?

As the businesses are scaling up, our customers need to adapt quickly and have effective tools to measure, control and manage their application performance. For many of the major industries like Telecom, Healthcare or Finance, each second matters - for instance, by increasing the number of healthcare claim processes will directly improve the revenue of the organization. On the other hand, a frustrating customer experience due to slow order fulfillment of a telecom product such as a mobile connection will result in poor adoption. The business process should ensure the application performance is maintained to accommodate technology changes, the growth of our customer base, and regulatory changes, all without disrupting the customer experience.


What are the key factors which impact the performance of your Vlocity applications?

There are several factors that impact the performance of the Vlocity application built as a managed package of Salesforce org.


  1. Solution complexity - The basic solution depth and business complexity determine the level of customization on the Vlocity and underlying Salesforce org. Vlocity being a managed package has the dependency on other managed packages installed on the same org and share the org's resources and governor limits
  2. Data Management - The volume of data and the complexity of the data structure has a major impact on the performance
  3. Backend integration - Callouts to external applications and interface delays always contribute to interface delays. The real-time web services and batch feeds from backend applications need to be effective without adding any delay to the business process
  4. Network latency - Complex applications built on managed packages always have an impact due to network latency due to the location of the data centers
  5. Configuration settings - CPQ configuration settings also play an important role, hence care should be taken to ensure this does not result in sub-optimal performance of the application


How do we set up a Watchtower to monitor your Vlocity?

With multiple factors at play impacting your Vlocity performance, the process framework to set this Watchtower would constitute the following:


  1. Record and React for better Customer Experience - What is the current performance experienced by the user in his day to day operations? This focus of Cx monitoring should be collecting stats on the response times of the application due to browser performance factors, external system calls and level of optimization of DataRaptors.
    • The watchtower should also focus on enabling the Vlocity tracking entries and analyzing these tracking entries which will help in proactively managing the key Omniscripts
    • Review DataRaptors performance to ensure only the right data is queried required for one operation
    • The easiest way to monitor would be through periodic static code analysis which provides a gate on the quality of customization added onto the org.
    • Also - the application performance can be monitored by analyzing the response time of Vlocity components, application logs and tracking for any inherent application server performance issues.


  1. Track and Target Interface layer - Application built on Vlocity would rarely be a stand-alone application. For instance, the order management platform on Vlocity would be tightly coupled with the physical provisioning or billing applications. It is very important to focus on the interface calls made from and to the application. Event monitoring, debug logs and logs from the middleware.


  1. View and Visualize the complete business process - Apart from the Cx and interface, the key focus of the watchtower is also to view and help the teams visualize the end to end business process. The idea is to leverage an open source like ELK to track each order from creation to provisioning. This helps in building traceability of the process.

Vlocity Watch Tower.png

As customers face ever-changing business requirements, the need is to adapt quickly and innovate on the Vlocity / Salesforce ecosystem. The idea is to equip them with this watchtower with the right tools and processes to monitor, measure and manage the Vlocity applications for optimal Customer experience, effective interface calls, and uninterrupted business processes.
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