Continuous Sales Transformation
Randy Seidl
Board Member | CEO | CRO | Executive Recruiter | Sales Community Leader | Advisor | Consulting
Continuous transformation is key to staying competitive in sales.
Sticking to a rigid process can create blind spots and resistance to change as market conditions evolve.
Implementing a culture of continuous sales transformation can help identify early indicators of shifts in customer priorities and competitive landscapes, and help drive significant growth.
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Title: 'Software Sales Success'
Guest: Vinay Nichani , VP of WW Software Sales at 思科
Date: Wednesday, June 26th
Time: 12PM EST
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Driving Continuous Sales Transformation
What the Idea Is:
Driving continuous sales transformation
Why It Is Valuable:
A key characteristic of any high-performing sales organization is consistent execution—the ability to drive predictable results quarter after quarter. These organizations are maniacal about tracking metrics, creating playbooks, and following disciplined sales methodologies such as MEDDIC.
The challenge is that the same process that creates such predictable results can also produce a resistance to warning signs that the landscape is shifting. It can create blind spots as the customer priorities evolve and competitors gain traction with compelling but new-use cases.
Ultimately, sales teams begin missing their numbers, which results in stress and confusion mixed with finger pointing between product and sales teams. An inevitable “reset” happens as the strategy is evaluated and ultimately modified based on the new reality.
The alternative is to create a culture of “continuous sales transformation” as an additional characteristic of the GTM function. This can be easily implemented and will provide a mechanism to capture the “leading indicators” that there is a potential shift taking place. There are additional benefits as the process becomes a development opportunity, allowing key players to become part of the future GTM strategy.
How It Works:
Start with a small working group made up of a cross section of your GTM team. This can work regardless of whether it’s a 100-person start-up or a multi-billion-dollar company. Ideally, you want to have a representative from both sales and presales and to the extent possible add other functions, such as customer success, consulting, alliances, etc.
Reiterate to the team the existing GTM strategy as well as the current state and expected future state. Keep it simple. If you can’t easily explain it with one slide, then ask for one from your CEO that was created for a board deck or other analyst/fundraising meeting. (If no one has one, then you may have your first leading indicator of an issue!) Share the slide with the team and then share the existing quarterly goals and metrics. Then ask three questions:
The questions are both simple and purposely broad. The intent for the first two questions is to identify early signs of challenge and opportunity and create metrics to track those. Think of this as a more agile versus a waterfall approach. They don’t have to be perfect, but they should be easily implemented and easily discarded after a few months if they are not useful.
The third question is intended to help you understand what part of your execution machine is already off track and pushing you in the wrong direction. It is equally important to understand where you don’t want to spend your time and energy.