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DIGITALLY TRANSFORMING SALES TALENT DEVELOPMENT AND ENABLEMENT

Jürgen Heyman- COO

THE DIGITAL DISRUPTION HAS ALREADY HAPPENED

3 © Sales Performance International

THERE’S A SMARTER, FASTER EVERYTHING

CURRENT STATE TRENDS & INSIGHTS ALERTSCURRENT STATE TRENDS & INSIGHTS ALERTS

ALL BASED ON META-DATA DEFINITIONS OF WHAT “GOOD” LOOKS LIKE


THE SHRINKING SHELF LIFE OF COMPETITIVE ADVANTAGE

LAUNCH RAMP UP RECONFIGURED DISENGAGEEXPLOIT

The average lifespan of a company in the S&P 500 has

declined from 67 years in the 1920s to 15 years today.

Innosight, Richard N. Foster

Standard & Poors


WHY NOT US?

‣ Valid and aligned intellectual models and content for assessment, learning, and behavior

‣ Meta-data models that connect assessment, learning, behavior, and outcome information

‣ A cloud-based technology platform to support continual assessment, learning, and enablement

‣ Applied analytics to continually monitor and provide current state, trends, and alerts


THE CHALLENGE: HOW?

© Sales Performance International7

CURRENT STATE

Aligning sales with evolving strategy is daunting

Change

Drivers Results (?)

DEVELOPING TALENT TO EXECUTE

CHANGING SALES STRATEGY

Competitive

Strategy Change

Go-to-Market

Strategy Change

Sales Process

Redesign

Organization &

Job Redesign

Assessments EnablementToolsTraining

Programs CoachingPrograms

MeasurementTools

AnalyticsTools

$200 - $500pp3 Months

$1000 - $2500pp3-12 Months

Competency Models

$50K - $200K6 Months

$1000 - $2500pp3-12 Months

$1000 - $2500pp1-3 Months

$50K - $200K9-18 Months

$50K - $200K

The Traditional Trade-offSlow, Complex, and Expensive, vs.

Incomplete and Insufficient

The Traditional ShortcomingNearly impossible to connect effort with impact

The

Black

Hole


TIME FOR A NEW MODEL

A confluence of enablers is creating discontinuity – and opportunity

Ferment

PERFORMANCE

Takeoff

Maturity

Discontinuity

� ILT + eLearning

� Limit to IP access

� Intuition driven

� Separate personality

assessments

� Limited competency /

behavior definition

� Learning plans

� Random acts of

enablement

� Vague connection to

outcomes

� One-size-fits-most

TIME

� Modern learning “architecture”

� Unlimited IP access

� Data / analytics driven

� Imbedded knowledge and

behavior assessments

� Definitive competency / behavior

models

� “Path to Mastery” plans

� Competency focused

enablement

� Clear connection to outcomes

� One-size-fits-one

SALES TRAINING (OLD)

SALES EFFECTIVENESS (NEW)

EMERGENCE OF

NEW MODEL


A NEW MODEL: EIGHT CORE PRINCIPLES


1 DATA SCIENCE DRIVEN

4 ALL ACCESS TO ALL CONTENT ALL THE TIME

3ASSESSMENTS ARE ESSENTIAL TO

LEARNING WITH A PURPOSE7 IT’S THE BEHAVIOR, STUPID!

No more gurus please.

Why train people without knowing what they know (or don’t know)?

2ALL COMPETENCY MODELS ARE

NOT CREATED EQUAL

Without complete models for learnable, teachable competencies – what’s the point?

6 ONE-SIZE-FITS-ONE

8 ROI SHOULD BE SELF EVIDENT

Don’t expose gaps without including a way to close them. Never limit improvement potential.

5 MODERN LEARNING REQUIRES AN

“ARCHITECTURE”

70-20-10 is an idea – but a learning architecture brings structure to essential group, individual and situational learning.

Rigid not allowed. Learning should adapt to the needs of the organization and the individual – and continually evolve to improve both.

No change – no impact – why bother? Technology should enable doing the right things right – and make criteria-based coaching a practical reality.

Time to grow up. Investments in development and enablement should be traceable to outcomes – like the rest of the business.


ALIGNING SALES WITH BUSINESS STRATEGY

We need a more agile model

Sales

Competency

Models

Employee

Assessment

Engine

Role-based

Development

Plans

Sales Learning

Content &

Activities

Coaching

Alerts

Performance

Analytics

Enablement

Tools

Change

Drivers

CHANGING SALES STRATEGY

Competitive

Strategy Change

Go-to-Market

Strategy Change

Sales Process

Redesign

Organization &

Job Redesign

UNIFIED DIGITAL PLATFORM

• Faster

• Efficient

• Predictable

• Lower TCO


IT ALL STARTS WITH PEOPLE: WHAT CAN WE CHANGE?

We need data about the right things

LIMITED MODELS /

BENCHMARKS HERE

NUMEROUS MODELS /

BENCHMARKS HERE

“The validity of

personality-measures

as predictors of job

performance is often

disappointingly low.”

– Kevin Murphy, Ph.D., Colorado

State University, past Editor of the

Journal of Applied Psychology

z


PATH TO MASTERY

Competency models need to define learning and behavior

P R O F I C I E N T

F O U N D A T I O N A L

E X P E R T

A D V A N C E D

• Knowledge and understanding of basic techniques and concepts

• The ability to apply techniques and concepts, but requires regular supervision of performance

• Regular direction and coaching are required to help translate theory into practice

• Consistently apples the techniques and concepts with little or no supervision typically resulting in a successful outcome.

• Succeeds in applying the competency in challenging unusual situations

• Seen as a trusted advisor by both internal and external organizations


COMPETENCY FRAMEWORK


HOW DO WE COMPARE TO “GOOD?”

Technology based models allow rapid assessment – and highlight where to focus

OVERALL KNOWLEDGE BY ROLE

STRATEGIC COMPETENCIES BY ROLE

MODERN LEARNING ARCHITECTURE

Traditional learning is essential, but needs new, "mass customizable” layers


Territory Planning

Account Planning

Sales Execution

Sales Management and Coaching

Financial Acumen

Conversations

Presentations

Prospecting Negotiating

Processes / Methodology Programs (Macro)

Planning Execution

Partner Planning

Messaging

Marketing

Competency-Based Learning (Micro)

Situational Learning (Nano)

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

�How To…

eLearning

Instructor-Led

Virtual

mLearning

Video

Inside Sales

Clinical SellingOpportunity Plans

Foundational

Proficient

Advanced

Expert (Mastery)

Demand Gen

Learn Activity

Learn Activity

Learn Activity

Learn Activity

Precall Planning

Learn Activity

Learn Activity

Learn Activity

Learn Activity

Qualification

Learn Activity

Learn Activity

Learn Activity

Learn Activity

Conversations

Learn Activity

Learn Activity

Learn Activity

Learn Activity

L A

L A

L A

L A

Development Plan

• Complete Micro-Lesson 1



• Develop a Sales Tool

• Review with Sales Manager

• Conduct Call with Prospect (3X)


FROM MONOLITHIC TO AGILE

DES

NEEDS ANALYSIS

PROGRAM

DESIGN

LEARNING

APPLICATION

MEASUREMENT

ELAPSED TIME TO OUTCOMES

RISK AND EXPOSURE TO CHANGE

LEARN

MEASURE

APPLY

OUTCOME

LEARNMEASURE

APPLY

OUTCOME

LEARN

MEASURE

APPLY

OUTCOME

LEARN

MEASURE

APPLY

OUTCOME

Improve Qualification Improve Conversations Improve Value Positioning Improve Negotiation

RISK RISKRISKRISK


DON’T FORGET: IT’S THE BEHAVIOR, STUPID!

Models need to define observable behavior (and criteria)


ARE WE ADVANCING OUR CAPABILITIES?

Competency Progress Trend (Q2)

n n


LINKING COMPETENCIES TO ENABLEMENT

What behavior(s) are we focusing on?

Situational Nano Lessons

Situational SmartApps


THE LAST MILE: SALES METRICS AND OUTCOMES

Are investments in development and enablement driving results?

What competency gaps do we

have and where should we

focus?

Is everyone doing what’s

necessary to improve, and how

well is that working?

Are we impacting the right

outcomes, and how can we

accelerate impact?


OPERATIONALIZING

THE MODEL


OPERATIONALIZING THE MODEL

Q & A

Documents

DIGITALLY TRANSFORMING SALES TALENT DEVELOPMENT AND ENABLEMENT/media/Corporate/Pdf... · DIGITALLY TRANSFORMING SALES TALENT DEVELOPMENT AND ENABLEMENT Jürgen Heyman-COO. ... Processes