DIGITALLY TRANSFORMING SALES TALENT DEVELOPMENT AND ENABLEMENT /media/Corporate/Pdf... ·...

Click here to load reader

  • date post

    21-May-2020
  • Category

    Documents

  • view

    0
  • download

    0

Embed Size (px)

Transcript of DIGITALLY TRANSFORMING SALES TALENT DEVELOPMENT AND ENABLEMENT /media/Corporate/Pdf... ·...

  • 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

  • 4 © Sales Performance International

    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

  • 5 © Sales Performance International

    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

    6 © Sales Performance International

    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 Enablement ToolsTraining

    Programs Coaching Programs

    Measurement Tools

    Analytics Tools

    $200 - $500pp 3 Months

    $1000 - $2500pp 3-12 Months

    Competency Models

    $50K - $200K 6 Months

    $1000 - $2500pp 3-12 Months

    $1000 - $2500pp 1-3 Months

    $50K - $200K 9-18 Months

    $50K - $200K

    The Traditional Trade-off Slow, Complex, and Expensive, vs.

    Incomplete and Insufficient

    The Traditional Shortcoming Nearly 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

  • 9 © Sales Performance International

    A NEW MODEL: EIGHT CORE PRINCIPLES

    9 © Sales Performance International

    1 DATA SCIENCE DRIVEN

    4 ALL ACCESS TO ALL CONTENT ALL THE TIME

    3 ASSESSMENTS ARE ESSENTIAL TO

    LEARNING WITH A PURPOSE 7 IT’S THE BEHAVIOR, STUPID!

    No more gurus please.

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

    2 ALL 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

  • 11 © Sales Performance International

    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

  • 12 © Sales Performance International

    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

  • 13 © Sales Performance International

    COMPETENCY FRAMEWORK

  • 14 © Sales Performance International

    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

    15 © Sales Performance International

    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

    LEARN MEASURE

    APPLY

    OUTCOME

    LEARN

    MEASURE