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Platform Strategy Designer

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0/123Learned

Platform Strategy Designer

Study Checklist

  • Platform Administrator
  • Platform App Builder
  • Platform Foundations
  • Platform Developer
  • Platform Administrator II
  • Agentforce Sales Consultant
  • Agentforce Service Consultant
  • Platform Data Architect
  • Platform Development Lifecycle and Deployment Architect
  • Platform Identity and Access Management Architect
  • Platform Integration Architect
  • Platform Sharing and Visibility Architect
  • Heroku Architect
  • B2C Solution Architect
  • Experience Cloud Consultant
  • Agentforce Field Service and Operations Consultant
  • Agentforce Nonprofit Consultant
  • Data 360 Consultant
  • Omnistudio Consultant
  • CRM Analytics and Einstein Discovery Consultant
  • Platform User Experience Designer
  • Platform Strategy Designer
  • B2C Commerce Developer
  • JavaScript Developer
  • Omnistudio Developer
  • Platform Developer II
  • Marketing Cloud Engagement Administrator
  • Marketing Cloud Engagement Specialist
  • Marketing Cloud Engagement Consultant
  • Agentforce Sales Foundations
  • Business Analyst
  • Marketing Cloud Engagement Developer
  • Marketing Cloud Engagement Foundations
  • Agentforce Specialist
  • Agentforce Life Sciences Consultant
  • B2B Commerce Administrator AP
  • B2B Commerce Developer AP
  • Agentforce Consumer Goods AP
  • Agentforce Financial Services AP
  • Agentforce Health AP
  • Agentforce Manufacturing AP
  • MuleSoft Integration Foundations
  • MuleSoft Developer
  • MuleSoft Developer II
  • MuleSoft Platform Integration Architect
  • MuleSoft Platform Architect
  • Tableau Desktop Foundations
  • Tableau Data Analyst
  • Tableau Consultant
  • Tableau Server Administrator
  • Tableau Architect

Checklist progress

0/123Learned

  • What a challenge statement is and how it differs from a POV — sets the design engagement's scope and altitude
  • How to construct a challenge statement that pairs a measurable business objective with a specific user problem, and how altitude determines scope breadth
  • Identifying which elements (business goal, user need, constraints) belong in a challenge statement versus a project brief or requirements document
  • Reframing a client-provided problem statement into a valid challenge statement by shifting from a solution description to a problem/opportunity framing
  • Distinguishing between challenge statements that are scoped too broadly (strategic) versus too narrowly (tactical) for a given design engagement
  • Choosing the right altitude for a challenge statement when a client has both a near-term operational problem and a longer-term strategic goal
  • How to frame a challenge statement when the business objective and user problem are misaligned or in tension
  • What a Point of View (POV) statement is — synthesizes user research into an insight-driven problem declaration
  • Differentiating leading indicators (signals) from lagging indicators (metrics) when defining success criteria for a design initiative
  • Identifying early behavioral or adoption signals that indicate a solution is on track before lagging KPIs can be measured
  • Selecting appropriate quantitative and qualitative success metrics that are directly tied to the challenge statement's stated business objective and user problem
  • Distinguishing vanity metrics from actionable metrics in the context of a Salesforce platform design project
  • Determining when success signals should be validated through qualitative user feedback versus quantitative usage analytics
  • How to handle conflicting success metrics when business stakeholders and end users define value differently
  • Recognizing when organizational maturity (e.g., low design or digital literacy) requires the strategy designer to adapt their methods and vocabulary before proceeding
  • Assessing when an organization's change readiness or cultural resistance to innovation should shift the design approach from ambitious to incremental
  • Identifying how executive sponsorship gaps or competing priorities between business units should alter the strategy designer's recommended approach
  • How internal power dynamics (e.g., a influential skeptic stakeholder) should influence scope and stakeholder engagement strategy
  • How organizational siloing between departments influences which co-design or alignment approach to recommend
  • Evaluating how the presence or absence of a dedicated product owner within the client organization affects the recommended design engagement model
  • Using macro-trend analysis (e.g., shifts in customer expectations, emerging technology) to reframe or elevate an organization's design challenge
  • Identifying how regulatory, compliance, or legal constraints in an organization's external environment should influence platform strategy direction
  • Using analogous inspiration from other industries or organizations to reframe an innovation challenge or expand the range of strategic options
  • How economic conditions or budget constraints external to a project should influence prioritization of innovation opportunities
  • How competitive market pressure or industry disruption should be factored into a strategy designer's recommendation for the scope and urgency of an innovation initiative
  • Distinguishing between external signals that require urgent strategic pivots versus those that should inform long-horizon roadmap adjustments
  • Structuring a rationale for a recommended strategic direction that explicitly addresses both business value and user value simultaneously
  • Using evidence types (user research data, business benchmarks, analogous precedents) to bolster the credibility of a strategic recommendation
  • Synthesizing qualitative user research findings and quantitative business data into a unified insight that supports a strategic recommendation
  • How to present trade-offs between two competing strategic directions and justify a recommendation when no option perfectly satisfies all constraints
  • Anticipating and addressing second-order consequences (future implications) when defending a strategic recommendation to skeptical stakeholders
  • Identifying when a strategic direction recommendation should be reframed or abandoned based on new information that emerges during stakeholder review
  • The role of inclusive design principles in ensuring solutions serve users with varying abilities and circumstances
  • Applying an equity lens to user research recruitment and synthesis to avoid designing solutions that reinforce existing systemic biases
  • Identifying ethical tensions between organizational business goals and user privacy, autonomy, or wellbeing, and recommending appropriate resolution strategies
  • Balancing the organization's reputational or brand values against short-term commercial incentives in a design strategy recommendation
  • How a strategy designer should handle a situation where a requested feature could create unintended harm to users, even if it satisfies the stated business objective
  • How to advocate for marginalized or underrepresented user groups when their needs conflict with the preferences of primary business stakeholders
  • Recognizing when a proposed Salesforce solution design raises data ethics concerns (e.g., surveillance, bias in automation) and determining the appropriate escalation path

Given a business need, connect user needs to high-level Salesforce capabilities.

0/5

  • Mapping a stated user problem or business need to the appropriate high-level Salesforce product or cloud capability (e.g., Service Cloud for case management, Experience Cloud for self-service portals)
  • Using a capability map to bridge the gap between abstract user needs (e.g., 'faster resolution of customer issues') and specific Salesforce features or clouds
  • Differentiating between Salesforce platform capabilities that address operational needs versus strategic transformation needs
  • Translating qualitative user research findings into a prioritized list of platform capability requirements
  • Identifying when a user need cannot be met by Salesforce out-of-the-box capabilities and what that implies for the strategy recommendation

Given a customer scenario, determine the criteria for feasibility, desirability, and viability within a user experience.

0/7

  • What feasibility means in the innovation sweet spot framework (can we build it?)
  • What desirability means in the innovation sweet spot framework (do users want it?)
  • What viability means in the innovation sweet spot framework (will it sustain the business?)
  • Applying the innovation sweet spot framework (feasibility, desirability, viability) to evaluate competing design options and selecting the best fit
  • Identifying which of the three criteria (feasibility, desirability, viability) is the binding constraint in a given scenario and how that shapes the recommended design approach
  • Evaluating a UX recommendation against viability criteria such as total cost of ownership, licensing implications, and organizational capacity to maintain the solution
  • How to handle a scenario where a solution scores high on desirability and viability but has significant feasibility constraints given the organization's current technical state

Given a customer scenario, identify the best methods of co-creation to employ with customers and stakeholders.

0/12

Distinguishing when to use generative co-creation methods (e.g., ideation workshops) versus evaluative co-creation methods (e.g., concept testing with users)

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Selecting the most appropriate co-creation method (e.g., design sprint, workshop, user interviews, journey mapping session) based on project phase and stakeholder dynamics

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Identifying when end users versus internal stakeholders should be primary participants in a co-creation activity, and the risks of each choice

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How to structure a journey mapping workshop to surface unmet user needs and align stakeholders on opportunity areas

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Using design sprints to rapidly test strategic hypotheses within a constrained timeframe when there is organizational uncertainty about direction

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Using How Might We statements as tools within co-creation sessions

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Using affinity mapping as a tool within co-creation sessions

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How to use affinity mapping to synthesize large volumes of research observations or workshop outputs into thematic clusters that reveal underlying patterns

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Using prioritization matrices as tools within co-creation sessions

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Using prioritization techniques (e.g., impact/effort matrix, dot voting, MoSCoW) to help a cross-functional group converge on the most promising ideas after a generative session

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Choosing between low-fidelity (paper prototype, storyboard) and high-fidelity (clickable prototype) artifacts for different co-creation and validation contexts

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Adapting co-creation facilitation techniques when key stakeholders are remote, time-constrained, or resistant to participatory design methods

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  • Crafting a North Star vision statement that is specific enough to guide day-to-day design decisions but broad enough to remain stable across multiple implementation phases
  • Defining design principles as a team-aligned decision-making tool and distinguishing principles that are genuinely differentiating from generic platitudes
  • Using shared artifacts (e.g., vision statement, North Star metric, design principles) to create durable alignment across a cross-functional team
  • Determining when to pursue top-down alignment (executive mandate) versus bottom-up alignment (grassroots consensus) for a platform strategy initiative
  • Selecting the appropriate alignment strategy when different stakeholder groups have conflicting interpretations of the project goals
  • Using a RACI or decision rights framework to clarify ownership and reduce misalignment in cross-functional design initiatives
  • Identifying alignment anti-patterns such as false consensus and the HiPPO effect
  • Strategies for overcoming alignment anti-patterns in cross-functional design initiatives
  • How to re-establish alignment when scope creep or changing business conditions have caused team members to diverge on priorities
  • Mapping stakeholder influence and interest to identify whose buy-in is critical versus whose input is advisory in a design project
  • Using a stakeholder map or ecosystem map to surface hidden dependencies and relationships that could affect solution adoption
  • Identifying internal champions and change agents who can accelerate alignment and advocacy for a design vision
  • Cultivating executive sponsorship for a design-led initiative by translating design vision into business outcomes that resonate with the sponsor's strategic priorities
  • Determining how to manage relationships with stakeholders who have high influence but low engagement with the design process
  • Recognizing when new stakeholder relationships need to be established mid-project due to organizational restructuring or project scope change
  • Navigating a shift in project ownership or sponsorship mid-engagement without losing design momentum or diluting the original vision
  • Selecting the appropriate narrative structure and level of abstraction for presenting a design vision to a C-suite audience versus a product team audience
  • Using storytelling techniques (personas, journey vignettes, future-state scenarios) to make a strategic vision concrete and emotionally resonant for stakeholders
  • Determining when to use visual artifacts (concept sketches, storyboards, prototypes) versus verbal or written narratives to communicate a vision most effectively
  • Calibrating the level of solution specificity in a vision presentation — knowing when to show a rough concept versus a polished prototype based on the audience's decision-making role
  • How to structure a readout or share-back session after a design sprint or discovery phase to maximize stakeholder engagement and decision-making
  • Anticipating and preparing for the most likely objections or questions from a specific audience type before delivering a strategic vision presentation
  • Adapting a vision presentation to an audience that is skeptical, technically focused, or resistant to design-led approaches
  • Distinguishing the Platform Strategy Designer's facilitation responsibilities from those of a project manager, scrum master, or business analyst in a cross-discipline engagement
  • Selecting collaboration tools and artifacts that bridge communication gaps between designers, technologists, and business stakeholders
  • Using shared design principles as a collaboration tool to align cross-discipline teams on decision-making criteria without requiring constant escalation
  • Using service blueprints or experience maps to create a shared understanding of end-to-end experience across cross-discipline teams
  • Facilitating a working session that includes participants with very different vocabulary and mental models to arrive at shared definitions and priorities
  • Developing and communicating a change management and adoption plan as an intangible deliverable that ensures the designed solution is actually used post-launch
  • Identifying when a team's collaboration breakdown is a tooling problem versus a cultural or process problem, and recommending the right intervention
  • Distinguishing between a product roadmap (feature-level) and a strategic roadmap (capability and outcome-level) and when each is appropriate for stakeholder communication
  • Using a minimum viable product (MVP) framing to agree on the smallest deliverable that still validates the core design hypothesis before a full roadmap commitment
  • Sequencing a multi-phase implementation roadmap so that each iteration delivers standalone value while progressing toward the long-term vision
  • Using dependency mapping to identify technical or organizational prerequisites that must be addressed before key roadmap milestones can be achieved
  • Identifying when a proposed feature or capability should be deferred to a later roadmap phase to preserve the integrity of the first release
  • How to balance stakeholder pressure for near-term deliverables against the risk of making decisions that foreclose future roadmap options
  • Maintaining vision fidelity across multiple delivery iterations when team composition or priorities shift between phases
  • Integrating strategic design artifacts (vision statement, design principles, future-state journey map) into Agile sprint ceremonies so that the development team retains design intent during build
  • Mapping business capabilities (e.g., customer segmentation, case escalation) to the Salesforce platform components required to enable them
  • Identifying the underlying technical capabilities (e.g., data architecture, integration layer, platform configuration) required to deliver a described strategic vision
  • Distinguishing between build, buy, and configure options as strategies for delivering a required business capability on the Salesforce platform
  • Assessing organizational readiness (people, process, technology) as a prerequisite to committing to a strategic capability investment
  • Identifying which technical capability gaps represent the highest risk to vision delivery and need to be addressed first
  • How to communicate technical capability requirements in business terms so that non-technical stakeholders can make informed investment decisions
  • Distinguishing the Platform Strategy Designer's role from the Business Analyst — vision creation vs requirements gathering
  • Distinguishing the Platform Strategy Designer's role from the UX Designer — strategic design vs design execution
  • Distinguishing the Platform Strategy Designer's role from the Project Manager — design ownership vs delivery orchestration
  • Distinguishing the Platform Strategy Designer's role from the Solution Architect — business design vs technical architecture
  • Facilitating productive tension between design ambition and technical constraints to reach solutions that are both visionary and buildable
  • Resolving handoff friction between strategy/design outputs and technical/build inputs through shared artifacts and clear translation conventions
  • Using definition of done and shared acceptance criteria as collaboration tools to align business and technical team members on quality standards
  • Using a design governance model or design review cadence to ensure that delivery-team decisions remain consistent with the approved strategic vision
  • How a Platform Strategy Designer should handle a conflict between a business stakeholder's requirements and the technical team's assessment of feasibility
  • Identifying when a design/build team's collaboration breakdown requires a process intervention versus a structural re-organization of roles
  • Distinguishing between knowledge infusion needed for vision creation (strategic, creative) versus knowledge needed for solution validation (technical, operational)
  • Determining which adjacent Salesforce roles (e.g., Solution Architect, Business Analyst, Developer) need to contribute to the vision creation phase versus the build phase
  • Structuring a multi-disciplinary team to ensure diverse perspectives are represented during divergent thinking phases without creating coordination overhead that stalls progress
  • Recognizing when a skills gap within the design team is introducing bias or blind spots into the vision, and recommending corrective action
  • Identifying when a design engagement requires external domain expertise (e.g., industry SME, data scientist, accessibility consultant) that the current team lacks
  • Using research, benchmarking, or analogous inspiration from outside the client's industry to infuse new knowledge into a stalled vision process

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Using design sprints to rapidly test strategic hypotheses within a constrained timeframe when there is organizational uncertainty about direction

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Next conceptUsing How Might We statements as tools within co-creation sessions

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Explainer

Salesforce innovation methodology utilizes structured co-creation sessions, known as Dare events, to align stakeholders on strategic direction. These workshops facilitate divergent thinking and rapid prototyping to address organizational uncertainty and innovation challenges.

Core information
  • Dare events gather all key decision-makers and influencers in person to contribute to divergent thinking and solution ideation.
More details and nuances
  • A series of working sessions is recommended over a single event to allow the ideation and development process to remain organic and iterative.