# data[].attributes.body
Change Management of Uwe and Angelo in the Sales Area

# data[].attributes.body
adaptation to the New Normality - first time that we are living this context and we had to re-invent our way of working

VG

# data[].attributes.body
some team members have been really open wit
h their mindset

# data[].attributes.body
Process definition / workflow breakdowns anticipation

we could have now a "Best practice Bible" that is defining our processes / difficult to find everything in Teams.

VG

# data[].attributes.headline
EBI Service Case - Financial services / BPA Services

# data[].attributes.subject
EBI Service Case - Financial services / BPA Services

# data[].attributes.body
could habe been even better if we would have started it earlier to avoid breakdown in the workstreams. / avoid frustration in the involved department where the breakdown is occurring.

VG.

# data[].attributes.body
stay focused and be clear in the communication

# data[].attributes.body
We have again lost the Fiance department. No learning after CH/IT

# data[].attributes.body
processdef. (how is it done in other areas)

# data[].attributes.body
Ownership from team to learn the training, rebuild for DEAT, build a plan and deliver. BRAVO!

# data[].attributes.body
Interaction via TEAMS was great.

# data[].attributes.body
had a feeling that some areas could choose if they want to work with the tool or not

# data[].attributes.body
Having the W&C sessions

# data[].attributes.body
include sfdc in every conversation with team members, not only on demand

# data[].attributes.body
detailed infos and work between the different departments before GOLIVE. Before GOLIVE it was a lot of work only in the departments

# data[].attributes.body
- No Projecting
- Stay Focused
- Don't get drawn into someone's drama
- Communicate urgency only, if necessary
- Pro-Active Synch.Calls instead of waiting that I receive an answer
-

# data[].attributes.body
Teamwork between the different departments

# data[].attributes.body
Partner portal was live - we had an official PM in DACHIT - I had more time to daily login and dig into ll the mktg processes and KPI - we had focused more on the contents of the journeys and take the opportunity to work closely  at the MC projects - Involvement of CoE and CSO for standard processes and KPI. Due to external contraints, just the point 3 could be quickly turn in a plan!

# data[].attributes.body
if we could have worked with the live version before launch

# data[].attributes.body
Sales onboarding /training

# data[].attributes.body
Teamwork launch preparation

# data[].attributes.headline
EBI - for critical processes a best practice sharing with other SFDC countries. Like de-registration. Why we define the wheel in every single NIO

# data[].attributes.subject
EBI - for critical processes a best practice sharing with other SFDC countries. Like de-registration. Why we define the wheel in every single NIO

# data[].attributes.body
- Launch of SFDC in Field Sales in general
- Communication with the FS-Team on bugs/errors ect.
- Communication with Global Team on bugs/errors ect
- Resolving issues together (one-by-one)

# data[].attributes.body
- lead process -
collaboration  MKTG/SALES for dashboard and lead process - mktg team acting as ONE

# data[].attributes.headline
WWW Service Case - Financial services / BPA services

# data[].attributes.subject
WWW Service Case - Financial services / BPA services

# data[].attributes.body
The workshop with the accounting & Service BPA  department is running well  now with the involved persons and the BPO

VG