Post on 21-May-2020
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
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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
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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
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THE CHALLENGE: HOW?
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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
© Sales Performance International8
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
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A NEW MODEL: EIGHT CORE PRINCIPLES
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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.
© Sales Performance International10
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
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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
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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
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COMPETENCY FRAMEWORK
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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
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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
• Complete Micro-Lesson 2
• Complete Micro-Lesson 3
• Develop a Sales Tool
• Review with Sales Manager
• Conduct Call with Prospect (3X)
16 © Sales Performance International
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
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DON’T FORGET: IT’S THE BEHAVIOR, STUPID!
Models need to define observable behavior (and criteria)
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ARE WE ADVANCING OUR CAPABILITIES?
Competency Progress Trend (Q2)
n n
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LINKING COMPETENCIES TO ENABLEMENT
What behavior(s) are we focusing on?
Situational Nano Lessons
Situational SmartApps
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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?
21 © Sales Performance International
OPERATIONALIZING
THE MODEL
22 © Sales Performance International
OPERATIONALIZING THE MODEL
Q & A