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"Salesforce" at large enterprises goes far beyond the digital rolodex/pipeline reporting function most people have in mind when they think of it. Besides 1st-party functions, it's a major platform for 3rd-party applications, at times big and complex enough to warrant their own specialized staff. There are also the integrations to other systems, custom and commoditized. Any new feature (e.g. Agentforce or Revenue Cloud) built/implemented/integrated results in existing data that needs to be changed, a rollout that needs to be orchestrated, communications that need to be sent and documentation updated, etc. Then, if your company buys a business, they probably have a Salesforce (and other systems) of their own, which then needs to be maintained separately for a while, then migrated over to the existing one... Or create a new 3rd instance which combines both.
All of this requires a lot more than just code or configure (or prep data), test, deploy/load, and send an email about the change. Even on the purely technical side, there is IT governance against all tech, architecture boards covering all systems, and internal and external auditors evaluating the handling of sensitive data and traceability of system access and changes in production environments. This is all necessary to some degree to ensure safety, security, scalability, and legal compliance. Also, almost every large enterprise has a mixed pool of employees, consultants, and staff aug, typically spread across the country or even globe. Every entity has its own boss, every project its own manager, business stakeholders with complaints, requests for new features, or a need to know status or a previous request, and executive leaders who need to understand the big picture, especially when it comes to hiring/firing/contract needs. All of that requires time and effort to communicate and coordinate, and at global enterprise scale, those are often one or more full-time jobs.
Thanks, ChatGPT.
This is not a thing.
? If you look at the employees for every large org on LinkedIn, you’ll see multiple Salesforce admins, architects and/or developers.
Bowl Leader
There is normally a healthy backlog of work that includes:
- administrative updates to crm to support requests from business units
- ad hoc data loads/corrections
- updating tech debt
- analysis of app exchange solutions to determine what should be built vs bought
- security functions (especially in highly regulated industries)
If you’re using Salesforce mostly as *just* a CRM for your sales team, then you probably don’t need a team of people to support it. It’s when companies begin to use the platform (and its related products) for additional things like marketing, integrations, financial functions, client-facing experience sites, etc. that require more deliberate architecture and support.
Most of the day is spent at meetings to plan the work and to make sure that the changes proposed by each team are aligned with the org architecture and will not break anything.