Elements.cloud claim to have the best run Org on the planet

Elements.cloud drinks its own champagne and drives 40 change requests per week into their Org

Launched in 2016 by founders who have been Salesforce customers since 2001, Elements.cloud is emerging as the defacto standard for Salesforce customers. It enables the implementation lifecycle to be accelerated, with greater adoption, and confidence that the Org is not at risk. But the platform is also used for customers who want to get better visibility into the changes in their Orgs, need to document or clean up their Orgs, or who strive for better adoption.

As the platform runs on AWS, it can support the implementation lifecycle of any app and therefore the needs of the largest enterprise customer who have an IT landscape made up from multiple vendors.

Element’s bold claim is that we have the best run Salesforce Org on the planet. If any customer, on any metric can better them, then the customer can have Elements for free.

I have a vision of one set of data that we run our whole business around, and Salesforce is the platform we are using to achieve this.

To deliver on this vision, however, requires clarity on what the business actually does, its processes; how changes impact what is done today; how they interrelate and are coupled; how and why we have configured Salesforce to date, with insights on the dependencies; and really importantly, supporting the users in actually getting the value from the new capabilities we introduce.

Elements is enabling us to do this by giving a 360 degree views to all stakeholders.


Show me the money

  • On average, we are now closing 40 change requests per month.
  • User adoption has increased month-on-month for the last 18 months.
  • We have such a well documented Org that we have only had 1 release rollback in the last 3 years, and this was due to a flow that included an external app integration. This wil lnot happen again.
  • Training is at point-of-need, and the latest sales hire was trained in 1 week. Users report that in-app help, as well as uncluttered page layouts, speed up workflows considerably.
  • The feedback buttons on objects and fields empower users to communicate directly with Admins and speed up change lifecycles.
  • We cleaned up our own Org with one man-hour per day for 4 weeks.

Phase by phase

I see Org development as a continuous process, and I work hard to cement the habit to document as I’m building and testing. Right then, in the moment. If you’ve got it, attach it.



Our aim is to build the right thing the first time, which gives better user adoption in the final, OPERATE phase. We take a lot of time to understand the business problem we are trying to solve. We create really crisp user stories based on clear requirements, looking at the operational process maps and the data model.

We then analyse the risk of every user story. If the release risk is low, then we can safely develop in Production.  If the risk is high we put it through a multi-stage development process. We build in a development sandbox, then put it into an integration test sandbox where we test against real data. Once it works, we deploy into Production. This method ensures we maintain as much business agility as possible.


We first decide on how new functionality will be built: code or declarative, what flows, objects etc. We always create a design document so we understand fully what we are going to build.

As we build, we use the Salesforce Org Model (Metadata Dictionary) created by Elements as a documentation hub. Documenting what we configured, and more importantly “why”, throughout the build phase is crucial to maintaining an agile Org. This only becomes more important as the Org grows and customizations are added.


We then deploy into Production. These are the changes to Salesforce but also the help/training which could be process diagrams, videos and other training content.


The final phase of the implementation lifecycle is to train users, drive adoption and gather user feedback, while also ensuring regulatory compliance is met. We use the Elements in-app help functionality, enabling notes, documents, URL links and process diagrams which are embedded into record pages. In addition, there is a feedback button connected to every object and field on page layouts. Having a way for users to give feedback in the moment as they use Salesforce drives the next set of requirements.

An important part of our Operate phase is that we periodically select a part of the Org to review and capture items that need cleaning up. Every Org accumulates technical debt, and this is another thing that kills agility. The Elements optimize capability is a place to tag and track clean up items. We can report on them and group them together logically, and create one or more user stories to do the cleanup project.

The excitement of joining a new company is rarely on par with learning the corporate processes and completing training. Having lived through several black hole cloud data experiences, onboarding with Elements was a tutorial of simplicity being the ultimate in sophistication. Succinct, intuitive, and available ON THE FIELD in Salesforce.com. I was trained in the first week.


Full Case study: Elements on Elements

In the full case study, we share how we use Elements Catalyst to help us grow and change our own Salesforce Org throughout the four stages of the Implementation Lifecycle: ANALYZE, BUILD, DELIVER and OPERATE.  This will be available soon.