It is often said that the single largest untapped competitive advantage is teamwork. If sales organizations can get teaming and orchestration right, it amplifies their ability to retire market opportunity faster. Teamwork is what bridges the gap between achievement and excellence.

Our approach to teamwork is a blend of art, science, psychology, and politics. It does not separate the person from their motivation nor emotion from reason. It seeks to dissect the nuances of the conscious and unconscious mind to help people communicate and collaborate better.
Having worked with hundreds of organizations on building high performance teams, we have learnt a few principles that makes teams click. We have also discovered a few motivations that inspire teams to aspire for more.

There are the engagements we focus on that showcases potential to amplify your business results through the power of teaming:

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The Art of Internal and External Stakeholder Management and Orchestration

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When the external environment is volatile, an organizations perception of risk becomes higher. This results in the multiplication of the number of stakeholders involved in any decision.

For sellers, the increased complexity of stakeholder identification and navigation can sometimes be daunting. To add to this mix, enterprise sales organizations have invested in several specialist sales roles that include technical sales, solution sales, industry sales, partner sales etc.

 The ability to orchestrate internally, externally and across the eco-system becomes a vital capability for sales organizations to thrive in the new abnormal.

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Our Approach

Impact driven for customers

Most teaming engagements are custom designed and mostly involve critical internal and external stakeholders in the engagement. The best engagements are those that blend internal planning and orchestration with external strategy and execution.

In sales environments, either the account or the opportunity is kept at the center to allow for orchestration.

Teams who go through our exercises often share that this is the first time they have strategically come together to consciously plan for the customer.

They are surprised how much every person can contribute and how little they collaborate. Although global team orchestration guidance exists within large multinationals, there is no local orchestration agreement that is defined leading to suboptimal execution.

Our internal orchestration workshops expose the pleasures and pains of collaboration while also offering inspiration to synergize and achieve more.

Our orchestration workshops with customers sometimes exposes the lack of visibility with senior decision makers and a clear stakeholder management strategy that includes key stakeholders like mobilizers.

Typical results experienced by customers:

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Greater clarity and alignment with responsibility and accountability clearly defined, within the internal teams.

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A definition and strategy for customer stakeholder management with defined ownership to drive for results.

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An execution rhythm that involves constant communication and periodic collaboration to further the customer’s agenda.

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Greater awareness of competition and their activities

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A sense of collective ownership and pride, that defines their collective successes.

Customer Results - Case Study

Coaching Sales Managers to build multimillion-dollar pipelines for one of the largest enterprise business software companies.

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Complex Deal Orchestration

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Larger the deal, greater its complexity. Large deals are defined as those deals that are at the top 1 percent of the deal pyramid. Depending upon the nature of the industry and the customer, these can range anywhere between a million dollars and a billion dollars.      

For complex deals, pursuit teams are normally identified, and ownership assigned with the hope that they can collaborate and independently move the deal forward.

The definition, membership and ownership of pursuit teams does not guarantee its collaboration nor its ultimate success. The synthesis and sequencing or pursuit strategy is critical to make progress. Our engagements typically reside at the intersections and interfaces of these complex deal pursuit teams.

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Our engagements seek to bring together these principles and practices and is designed to maximize the probability of success in complex deals.

Impact driven for customers

Customers who have worked through us on their complex deals are sometimes surprised how a critical set of insights could be differentiators that could set them apart. They are also grateful that their blind spots get exposed through our engagements. Some of their incorrect assumptions on value are also brought to light, all of which help them define and refine a better winning strategy.

Due to the nature, complexity and confidentiality involved in large complex deals, we are unable to share details publicly. However, we would be happy to discuss your specific needs with respect to your complex deal orchestration and acceleration.

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Team Better Leveraging Psychology and Neuroscience

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Teamwork is critical for organizations. However, many organizations solve for the rational aspects of teaming rather than address the psychology and motivations behind teaming. This anomaly results in needless headcount increases, reduced overall productivity and higher incidence of politics within organizations. In fact, the psychology and politics of teamwork needs to come before the rigor and rhythm of teamwork.
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Outcomes driven for customers

With skilled facilitation, customers were surprised about how much they could achieve in a short period of time within the workshop. Some of the exercises helped them to open out better to their peers which increased their level of understanding and mutual trust.

Situational exercises helped them translate their newly acquired knowledge into specific behaviors that increased their level of connection and commitment, towards each other’s goals and aspirations.

The design of a give-gets matrix cleared the air for orchestration by building a specific set of expectations and deliverables that were signed off between multiple sales teams.

Overall customers have seen a greater level of integration and trust that is helping them to drive a higher order of business performance through transparent and accountable orchestration.

How do we engage?

Typical customer engagements evolve from their deep desire to achieve more from their multiple sales teams. They also articulate their frustration on how they could make this orchestration happen.

With greater awareness comes better choices on how sales teams choose to work with each other. We get multiple sales teams to define a set of gives-gets that increases the level of clarity on expectations from both sides.

Customer Results - Case Study

Teams that optimize and transform

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Synergizing Sales Partnerships to Deliver Greater Results Together

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Most organizations realize that their total addressable market can only be meaningfully penetrated through a network of partnerships.

Some customers typically have a partner segmentation model that includes strategic advisory partners, key system integrators, strategic custom solution providers as well as distributors and resellers as appropriate.

The best relationships start with clarity of intent and normally have relationship managers on both sides who have a joint business plan for the partnership. However, in most cases, these plans do not translate into meaningfully retiring joint market opportunity.

Organizations who believe that their partnerships have greater potential reach out to us to help them synergize their effort, to drive a higher order of results.

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How do we engage?

Our engagements start with a discussion about your partner segmentation models and the business results your segmentation is driving for your channel partners. We have often discovered a mismatch between strategy and execution, and most fault lines exist in terms of channel engagement with Field Sales teams.

For the most important partnerships, we drive alignment across three distinct areas:

As part of this alignment exercise, we have discovered that the bulk of partner enablement focuses on the “what” of selling and very little on the “how” to sell. We remedy this situation with a focus on sales foundations for success, which has received positive feedback from channel partners. These sales foundations cover the basic of account / territory planning, deal qualification, stakeholder mapping and engagement, negotiations and driving customer success together.

Some of the partner organizations have told us that this is the first time that anybody has invested in making them successful, outside of just providing them information and training around products and services.

In addition, our partnership with Alliancesphere opens the possibility for global engagement as well as access to a technology platform that can help track and measure partner effectiveness and impact.

Customer Results - Case Study

Synergizing Partnerships, Amplifying Joint Results

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Drive Revenue Recapture through Customer Success and Loyalty

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The nature of customer relationships is shifting rapidly from transactional to transformational. This change has been accelerated by technology adoption and the reinvention of business models that now focusses on subscription and consumption.

Within the software industry, the challenge has moved away from license management to include life-cycle management. The customer now expects a virtuous cycle of continuous value addition that allows them to increasingly realize value and pay only for what they consume.

These two changes on the possibilities of technology and the business model change to consumption are driving a significant change in the design and engagement of sales models and sales organizations.

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How do we engage?

Traditional sales cycles focus only on the stages between value proposition, value proof and value purchase. The new normal requires the extension of this model to include value realization by the customer.

This means the addition of a few more stages in the sales process that includes customer deployment, value realization, value acknowledgement and net new opportunity generation.

Teams that have traditionally focused on customer support and deployment are now asked to step up to generate new opportunities from customers. This transformation of mindset and skillset is where our expertise lies.

Traditional mindsets resist any sort of business development, incorrectly labelling it as an affront to the customer relationship. These and many such other biases and self-limiting beliefs need to be overcome for traditional services organizations to transform into customer success operations.

It is not just the transformation of the services organizations. It is also the orchestration of these organizations with the sales organization which translates into true value. This orchestration is often assumed to be present but is absent in reality. When the virtuous cycle of sales, services and customer orchestration happens, only then does revenue recapture become a reality.

We help sales organizations to connect the dots between sales, services and back to sales. We help sales organizations connect the virtual loop between value proposition, value proof, value purchase and value realization. Sometimes we even design the set of sales stages so that there is a seamless flow between value creation and value realization.

Impact driven for customers

Customers use a couple of simple measures to track customer success

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Customer loyalty

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Revenue recapture because of their loyalty.

In some cases, we have helped customer gain a 25 percent uplift on their existing renewals for an overall revenue recapture of 125 percent.

We work with our customers to structure their relationships to orient towards value realization and design compensation and reward structures to focus on loyalty and revenue recapture.

Customer Results - Case Study

Customer success driving incremental revenue outcomes

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