STRATEGIC ALIGNMENT MODEL. Helps Determine Sales Training Investments
|
|
- Luke Bruce
- 5 years ago
- Views:
Transcription
1 This tool can help increase the return-on-investment of most sales training initiatives. STRATEGIC ALIGNMENT MODEL Helps Determine Sales Training Investments By martyn Lewis Billions of dollars are invested into sales training every year. With more informed customers, fiercer competition, and the rate of new products introduced to the marketplace higher than ever, the need for effective sales training never has been more important. Yet we continue to see a desire to cut training expenses and the cry to reduce the time that salespeople are out in the field. ListeN to this Feature at 52 T+D DECEMBER 2012 Photo by Thinkstock
2 There is a continual need to defend sales training investments since the return from such investments is frequently hard to quantify and often disappointing. With this as the backdrop, the advisory committee to ASTD s Sales Enablement Community of Practice embarked on a research study about how sales training can better provide the expected business result. Developing the model After studying more than 100 sales training investments and having discussions with providers, developers, facilitators, and frontline salespeople, three themes emerged: Key to any successful outcome is active engagement by sales management. Sales training is successful when it is viewed by salespeople as both relevant to their immediate success and can be immediately applied. There is no single recipe to guarantee success. We saw how some small and tactical investments led to business returns that were many times the size of the investment. We also saw projects for which significant amounts of money were invested but led to little result. At this stage, we realized we needed a classification system for the different types of sales training investments so that we could determine what style of training investment best meets each situation. For each of the five categories we identified, we determined the critical success factors that will make the difference between gaining a clear business return versus a lackluster result. This led to the development of the Strategic Alignment Model for Sales Training Investments. It should be stressed that there is no intention to assert that one category is superior to another. It is, however, vitally important to align the type of investment to the business need. Level I (ad-hoc) The first level of the Strategic Alignment Model represents one-off types of sales training. Typically these are isolated activities that someone has undertaken in response to an apparent sales training requirement. It may be a sales manager dedicating time to role plays in a monthly meeting or a marketing manager training salespeople on a new product. By definition, they are not part of a larger sales training initiative. They rarely need funding but if they do require investment, it is both a small amount and approved locally. The initiatives in this category are those that have the highest payback in terms of business results. This is not simply due to the low level of investment usually associated with these programs but more due to the closeness of the sponsor of the program. The individuals who determine the need often are those who develop and deliver the training, and are usually right about what is required. Many of the investments at this level are highly responsive and meet particular training requirements in a highly specific, and often effective, way. This often means redundancy and wasted effort across an organization because more than one person is trying to address the same problem. It is usually difficult to capture and share best practices as a result of these ad-hoc sales training activities. DECEMBER 2012 T+D 53
3 Sales Competencies Sales competencies the critical skills and behaviors of sales professionals are a vital part of any attempt to align the sales training strategy. Without a consistent definition of what people must know and do, attempts to improve sales processes (such as opportunity management or sales coaching) or activate new initiatives (such as product launches and reorganizations) are left to rest on top of what is at best assumed to exist. ASTD does not recommend that approach, which is why it developed the Sales Competency Model as a benchmark that organizations can use to ensure that the foundation of professional selling is strong enough to support the greater business. To learn more about the Sales Competency Model, visit Level II (local) The second level defines sales training that is conceived, funded, and implemented at a local level. Such initiatives typically are a geographic or small component of the larger organization. They are not funded or sponsored at an organizational level, but rather conceived, funded, and implemented across a smaller team. This type of investment in sales training may be over time, typically contained within a matter of months. We saw relatively high levels of return on these investments, primarily as a result of the local ownership by the sponsoring, and often funding, management. As with the Level I programs, there is little way to capture best practices, and these sales training investments often can dilute overall organizational investments and, at times, even offer competing sales approaches to those that have been adopted more universally. These types of initiatives often are the skunk works that then grow into overall organizational programs. 54 T+D DECEMBER 2012 Level III (tactical) Level III represents the lowest level of maturity for an organization-wide initiative. Such an investment in sales training is across an organization (either the corporation or a division of a company), but is discrete in nature. It is not a component of a wider initiative and essentially is conducted in isolation of other factors. This type of investment typically is in response to a perceived need. For example, to address competency gaps such as negotiation skills, to provide information such as a new product launch, or to introduce or reinforce a selling methodology such as account planning. A Level II and a Level III initiative may be similar; however, the Level II program is sponsored by and completely implemented across one segment of the overall organization, whereas a Level III program is across the entire organization. At this level we noticed the most disappointing results, and yet also saw that a majority of the organizational sales training investments would be put into this category. These poor results are due to several factors. First, they are, in part, a result of a lack of local ownership. Another factor is that these sales training initiatives usually are implemented in isolation. Without an overall sales competency model adopted by the organization in which the specific skills and competencies are defined, and the gaps between existing and optimal known, the effectiveness of any sales training investment is going to be compromised. Third, the training is directed at a perceived need, and we often found that the real need is quite different. In most of these cases the training addresses a symptom and not a root cause. Negotiation training is a great example of this. Just because the salesforce is providing large discounts to customers does not automatically imply that negotiation skills are inadequate. Instead, there could be pricing pressures from new competitors, or more than likely the salesforce is entering the buying process too late and does not have the opportunity to build any value differentiation. A final reason that also led to poor results is that these training investments often fail to address factors upon which the successful adoption of new practices and skills was founded. Maybe the salesforce requires different technology or tools to successfully implement the new approaches that they were to be trained on, or possibly their compensation needs to be changed, or how they are managed. There were many instances of training that was sound within itself, but likely would never yield the expected results due to such dependencies. It is perhaps worthy to note that our research found that the greatest opportunity to increase the return on sales training investments is to carefully look at all sales training initiatives that would fall into this category. It may be best to push the initiatives down a level, where they can be owned by local managers, or move them up a level, so they are included in what we have termed an integrated program. Level IV (integrated) The fourth level describes a sales training initiative that is integrated with other factors in the organization. Such an initiative usually is in response to more rigorously defined need than a Level III initiative, and identifies other factors that will affect the business outcomes. A sales training initiative at this level has numerous different components such as a formal management coaching program to reinforce the training, tools, and technologies that support the new skills or application of new knowledge, or a change in the roles of the sales and sales support team. When designing a sales training initiative at this level, a more holistic approach should be taken to define the need and understand critical success factors. Change management factors also should be considered as part of a sales training initiative and, at a minimum, should isolate and address the elements that could inhibit or motivate the required change.
4 Successful sales training investments at this level always are built on a specific competency model that reflects the foundational competencies, areas of expertise, and roles of the organization. Such programs are developed after conducting thorough assessments of existing competencies and approaches, and when there is a clear understanding of the real issues that should be addressed to reach the expected business outcomes. Level V (strategic) Level V is the highest level for a sales training investment. Such a program always is based on a vision that defines the future selling model and a robust competency model that provides a way in which to define existing and requisite sales competencies. All sales training initiatives at this level are a component of an overall change model that defines both the current and optimal future state. There should be clear linkages between the sales training, the sales process, and sales enablers such as tools and technologies. Such sales training programs are considered as one component of an overall change management program. Investments being made at this level rely on the sponsorship and active engagement of the executive of the company and are viewed as transformational initiatives. This level of sales training investment in not cheap, it is not quick, and it rarely would be considered easy. Yet we saw this was the only way to achieve transformational change within a salesforce. When done correctly, the return-on-investment can be significant. Especially when companies are under new or changing market pressures, this level of sales training investment may be the only way to succeed. Sales training investments Our research revealed that not all sales training initiatives are, or should be, equal. Great results can be gained from a small and local program, but those results just will be local. However, if the organization needs sales transformation, this must be achieved through a Level V investment. By understanding the need, the appropriate level of sales training investment can be determined. And by adopting this level, an organization can focus on the critical factors (see sidebar on page 56) that will ensure success. Sales Training Investments Categories Level Name Characteristics Organizational 5 Strategic 4 Integrated 3 Tactical Training investment aligned to support a vision of the future state for the sales organization, including competencies and processes Considers systemic changes required to reach future state Training developed on an adopted competency model Linkages and dependencies to attain required outcomes addressed Discrete sales training program across an organization Implemented to meet a specific need Team 2 Local Local initiative Training to meet a perceived need Individual 1 Ad-hoc Individualistic Spontaneous and reactive DECEMBER 2012 T+D 55
5 Critical Success Factors Level V Strategic Create an agreed upon vision of the future state of the sales organization. Adopt a sales competency model that maps the future competencies, expertise, and roles of the sales organization. Create specific developmental plans of existing and optimal sales competencies. Develop a clear understanding of all dependencies and linkages to reach the desired future state. Address or mitigate the dependencies and linkages that are required to meet the business outcomes. Consider the sales training investment as a component of an overall change management plan. Communicate success stories. Support processes and organizational structures. Involve the executive sponsors. Level IV Integrated Identify and then address, or mitigate, the factors outside of the sales training upon which the success of the adoption of that training is dependent. Adopt a sales competency model. Identify and share best practices. Involve senior management. Maintain ongoing and active support, reinforcement, and coaching. Communicate the benefits of the sales training to the salesforce. Level III Tactical The training solves the right problem. Sales management provides coaching to reinforce the training. There is immediate application of the training by the salesforce. The salesforce easily sees the value and relevancy of the training. The salesforce quickly sees and gains results from the training. Local management is involved. LEVEL II LOCAL Identify links to existing organizational training. Determine if training already exists anywhere else in the organization. Identify and leverage existing best practices. Determine how to leverage the investment and capture best practices for other areas. Level I Ad-Hoc Create expertise and time to develop and deliver the training. Ensure the core problem is being addressed. Determine if there is another way to address the problem that is less ad-hoc. Identify if others in the organization have the same needs. We saw how some small and tactical investments led to business returns that were many times the size of the investment. We also saw projects for which significant amounts of money were invested but led to little result. What becomes clear is that there is a significant opportunity to increase the return-on-investment of most sales training investments. The Strategic Alignment Model should allow an organization to categorize any sales training investment to understand the factors that will affect its success set realistic expectations across the organization for what it will take for a sales training program to be successful, and the results that can be expected examine critically any proposed investment in sales training to question if it is appropriately aligned to deliver the expected business results understand the most critical success factors for maximizing return-oninvestment dependent on the nature of the sales training program determine the most appropriate type of investment to meet a specific training need. For the vast majority of organizations, there is a significant opportunity to directly increase business results through an investment in sales training. That sales training does, however, need to be aligned to the requirement, organizational constraints, and the expected business results. Martyn Lewis is chairman of the advisory committee to ASTD s Sales Enablement Community of Practice, for which he led the work that culminated in the Strategic Alignment Model for Sales Training. He has a 35-year career in sales and marketing, including founding Market- Partners, a sales consulting company; and 3g Selling, a company focused on the delivery of highly effective live virtual sales training; mlewis@market-partners.com. INTERESTED IN ORDERING E-PRINTS? Would a digital version of this article be a great fit for your next course, presentation, or event? Are you interested in e-prints of several T+D articles on a specific topic? Visit and click on About T+D, for more information. 56 T+D DECEMBER 2012 Photo by Thinkstock
6 Copyright of T+D is the property of American Society for Training & Development and its content may not be copied or ed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or articles for individual use.
Rethinking Diversity. Maintain a competitive edge by designing development programs that value diversity and multiculturalism.
Rethinking Diversity By Alfredo Castro Maintain a competitive edge by designing development programs that value diversity and multiculturalism. listen to this feature at www.astd.org/tdpodcasts 36 T+D
More informationPROFILE INVENTORY: PERSONAL THEMES
505 East Hawley Street, Suite 150 Mundelein, IL 60060 (847) 970-9119 Fax (847) 970-94 PROFILE INVENTORY: PERSONAL THEMES Self-Directed Motivation: 9.00 Self-Acknowledgement: ***** Need for Autonomy: *****
More informationBEST PRACTICES IN Talent Management Article Title Format
SCHOONOVER ASSOCIATES WHITE PAPER BEST PRACTICES IN Talent Management Article Title Format SCHOONOVER ASSOCIATES, LLC. 2015 Dr. Stephen C. Schoonover President, Schoonover Associates, LLC Contents Executive
More informationGuiding Principles COPYRIGHTED MATERIAL
1 Guiding Principles COPYRIGHTED MATERIAL Let me take you back to our first meeting. Our goal was to kick off the leadership development initiative in six months. With all of our combined experience, we
More informationCreating a Sustainable PMO for Achieving Effective Business Results By Dennis L. Bolles, PMP DLB Associates, LLC
Introduction Strategic and tactical planning are actions that the executive and senior management of an enterprise can take to assure the successful implementation of a sustainable PMO. Many enterprises
More informationAchieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
More informationProfile - Professional Sales
Profile - Professional Sales Report Name Julie Sample Email/ID toni.employtest@gmail.com Date 3/3/2016 Test Version 1.0 eticket number Issued to Time 11:28:00 Time Taken 00:47:00 6355987158270311746 Proctored
More informationCrossing. the Canyon. From Technical Expert to First-Time Leader
Crossing the Canyon From Technical Expert to First-Time Leader Newly promoted frontline leaders typically lack leadership readiness. Prevent them from falling off the leadership cliff. listen to this feature
More informationBreaking Traditions: The Next Generation of B2B Prospecting and Pipeline Management
Series Title: Breaking Traditions: The Next Generation of B2B Prospecting and Pipeline Management Paper 1: How Traditional B2B Prospecting and Lead Generation Approaches Cause Leaks in the Sales Pipeline
More informationEffective Team Building
Effective Team Building BEST PRACTICES LEAD TO IMPROVED RESULTS A Team Development Model...2 Pitfalls to Avoid...3 Seven Critical Steps...4 Exceptional teams that deliver superior results don t just happen.
More informationAn Introduction to Strategic Planning for Service Organizations
A Jolt Consulting Group White Paper An Introduction to Strategic Planning for Service Organizations April 2011 PO BOX 1217, SARATOGA SPRINGS, NY 12866 PAGE 1 of 9 Table of Contents Strategic Planning Challenges...
More informationSupplier Relationship Management Study: Summary of Findings
Supplier Relationship Management Study: Summary of Findings Copyright 2016 by Vantage Partners, llc. All rights reserved. Supplier Relationship Management Study: Summary of Findings By Ashley Hatcher and
More informationDeveloping a Global Information Vision
62-01-21 Developing a Global Information Vision Tim Christmann INTRODUCTION INFORMATION TECHNOLOGY (IT) BUSINESS EXECUTIVES are experiencing increasing professional pressures as their organizations strive
More informationCEPSM.ca STRATEGY BEFORE TACTICS. Version 1.0
CEPSM.ca STRATEGY BEFORE TACTICS HOW TO CREATE AND SUSTAIN A MARKETING CULTURE IN A PUBLIC SECTOR OR NON - PROFIT ORGANIZATION Version 1.0 Prepared by: Jim Mintz & Bernie Colterman; Managing Partners,
More informationCreating a Professional Development Action Plan Using the ATD Competency Model
Creating a Professional Development Action Plan Using the ATD Competency Model Jennifer Naughton ATD Senior Director Competencies & Credentialing jnaughton@td.org 05/11/15 ATD Association for Talent Development
More informationExample Approach To Non-Profit Organizations. ExeComp Solutions Compensation Advisory Services May 2014
Example Approach To Non-Profit Organizations ExeComp Solutions Compensation Advisory Services May 2014 ExeComp Solutions LLC (ECS) appreciates the opportunity to present our services to The Museum We are
More informationCALIPER. essentials CALIPER. Competency Report for Coaching Mid-Level Manager Model. Frank Kozlowski For Operations Manager With ABC Company, LLC.
CALIPER TM essentials Competency Report Mid-Level Manager Model For Operations Manager With ABC Company, LLC. November 2, 2018 Assessment Date: November 2, 2018 Caliper Management, 500 Alexander Park Drive,
More informationINSPIRING TEAM GREATNESS!
W O R K F O R C E F O C U S Let s Achieve Your Excellence! INSPIRING TEAM GREATNESS! DAWN GARCIA, MS, RN, CMQ-OE 4227 Oak Knoll Drive Eau Claire, WI telephone:715.828.7390 fax: 800-352-4200 www.pursuit-excellence.com
More informationCOPYRIGHTED MATERIAL 1 MANAGING THE STRATEGIC PLANNING PROCESS PURPOSE. Chapter Content
1 MANAGING THE STRATEGIC PLANNING PROCESS PURPOSE To establish and manage the process for setting vision, strategy, and direction in order to be an upper-quartile company. To ensure that this is reflected
More informationTen steps to successfully leading your critical Programme
Ten steps to successfully leading your critical Programme 0 Introduction Major programmes, particularly in the public sector, have never been under more pressure to secure and demonstrate, value for money.
More informationTOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY
TOTAL REWARDS AT NESTLÉ: MORE THAN JUST A POLICY Operating in more than 190 countries and with over 300,000 employees, Nestlé is one of the biggest multinational corporations in the world. Group sales
More informationConnect like never before.
Connect like never before. Introducing Security Management CM A turnkey solution for Content Marketing & Lead Generation CONTENT CREATION & MARKETING 27 CONTENT CREATION & MARKETING Adding Another Dimension
More informationTomorrow s winning organizations: Leaders vital role in human capital strategy
Viewpoints & Tomorrow s winning organizations: Leaders vital role in human capital strategy Human capital framework: Part IV Michael Drawhorn, Director, Talent and Rewards Marie Holmstrom, Ph.D., Director,
More informationSix Steps to Improving Corporate Performance with a Communication Plan
TALK POINTS COMMUNICATION Six Steps to Improving Corporate Performance with a Communication Plan How to develop a clear identity and communicate with your internal and external customers A Higher Level
More informationUncovering the Future Drivers of Customer Demand
Uncovering the Future Drivers of Customer Demand Senior managers must make an array of high-stakes bets in their quest for profitable revenue growth. To succeed, they need practical insights and a way
More informationShow value by learning to align initiatives, collecting data, and demonstrating the impact on business results. HUMAN CAPITAL. 30 T+D September 2013
HUMAN CAPITAL Show value by learning to align initiatives, collecting data, and demonstrating the impact on business results. 30 T+D September 2013 PHOTO: JENNI SWEITZER podcast examining INTEGRATED TALENT
More informationBuilding a Change Capable Organization: Breaking Ground (PART 2 OF 2) LAMARSH.COM
Building a Change Capable Organization: Breaking Ground (PART 2 OF 2) LAMARSH.COM 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, ILLINOIS 60604 USA P. 312.464.1349 F. 413.751.3704 A BLUEPRINT FOR BUILDING A CHANGE
More informationUnderstanding and Mitigating IT Project Risks BY MIKE BAILEY AND MIKE RIFFEL
Understanding and Mitigating IT Project Risks BY MIKE BAILEY AND MIKE RIFFEL Technology projects can present organizational challenges, and the associated risk is one of the finance officer s primary concerns
More informationBusiness Assessment. Advisor Tool Galliard, Inc. All Rights Reserved
+ Family Business Assessment Advisor Tool 2015 Galliard, Inc. All Rights Reserved + Purpose: To discuss and assess six major focus areas for familyowned and closely-held businesses. 2015 Galliard, Inc.
More informationCompetency Model. Level B. Level C Applies to: Manager Coordinator. Applies to: Assistant Vice President Assistant Dean Director
Job Knowledge a. Demonstrates detailed knowledge of FIT programs, products and services in independently carrying out varied professional duties. a. Uses thorough knowledge of the range of FIT products,
More informationNegotiation Benchmark and Diagnostic for Procurement Organizations. The Journey to Organizational Competency
Negotiation Benchmark and Diagnostic for Procurement Organizations The Journey to Organizational Competency Benchmarking Your Negotiating Process: Overview Think!'s proprietary benchmark/diagnostic process
More informationProsci PCT Analyzer. Prosci Learning Guide. Project performance diagnostic based on the Prosci Project Change Triangle (PCT) Model
Prosci PCT Analyzer Prosci Learning Guide PCT Analyzer In Brief: This Learning Guide will provide context and discussion points for the PCT Analyzer. What is the PCT Analyzer? Prosci s (PCT) Project Change
More informationAn Oracle White Paper May A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise
An Oracle White Paper May 2010 A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise EXECUTIVE OVERVIEW CIOs are constantly being asked to service the gap between where
More informationIF YOU FAIL TO PLAN YOU PLAN TO FAIL
IF YOU FAIL TO PLAN YOU PLAN TO FAIL The above statement maybe a bit of a cliché, but in many respects its true. Many business opportunities and projects are lost due to a lack of planning. Every business
More informationEXECUTIVEVIEW360 ExecutiveView360 Profile for: Sally Sample Envisia Learning Feb Envisia Learning, Inc.
EXECUTIVEVIEW360 ExecutiveView360 Profile for: Sally Sample Envisia Learning Feb 13 2015 2015 Envisia Learning, Inc. Summary Feedback Report Introduction This Feedback Report provides you information about
More informationSuccess Factors for Office 365 End User Engagement
Success Factors for Office 365 End User Engagement The critical success factors impacting Office 365 adoption and how to use them successfully in your rollout Office 365 changes the way your organization
More informationAn Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationProsci PCT Analyzer. Prosci Learning Guide. Project performance diagnostic based on the Prosci Project Change Triangle (PCT) Model
Prosci PCT Analyzer Prosci Learning Guide PCT Analyzer In Brief: This Learning Guide will provide context and discussion points for the PCT Analyzer. What is the PCT Analyzer? Prosci s (PCT) Project Change
More informationBUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY
BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EVERY BUSINESS WANTS TO GO. UP. It s the journey toward a stronger, more sophisticated workforce. It s where you ll develop your future leaders.
More informationProduct en Price Management
master TEW Product en Price Management samenvatting Q www.quickprinter.be uickprinter Koningstraat 13 2000 Antwerpen 195 3,90 Online samenvattingen kopen via www.quickprintershop.be PRODUCT AND PRICE MANAGEMENT
More informationI. POLICY FOR INTERNAL ALIGNMENT
1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable
More informationEffective Team Building Best Practices Lead To Improved Results
Effective Team Building Best Practices Lead To Improved Results A Team Development Model...2 Pitfalls to Avoid...3 Seven Critical Steps...4 EFFECTIVE TEAM BUILDING BEST PRACTICES LEAD TO IMPROVED RESULTS
More informationEXECUTIVE LEADERSHIP DEVELOPMENT PROGRAM
RESEARCH RESULTS CLIENT REALIZATION RESULTS: Participants reported a 35% increase in the frequency of positive leadership behaviors after attending the program. The number of leaders who expanded their
More informationCreating Business Value Through Optimized Compliance Practices
Creating Business Value Through Optimized Compliance Practices Applying the COSO Guidance COSO Applies to Companies Large and Small The proposed COSO guidance is not just for small- and midcap companies.
More informationEffectively demonstrate the value of your training by steering clear of these evaluation mistakes.
LEARNING & DEVELOPMENT Effectively demonstrate the value of your training by steering clear of these evaluation mistakes. 36 TD November 2016 PHOTO: THINKSTOCK podcast EVALUATION BLUNDERS & MISSTEPS TO
More informationDelivering Value Why Else Are You Doing The Project?
Delivering Value Why Else Are You Doing The Project? THOUGHT LEADERSHIP WHITE PAPER In partnership with By Andy Jordan, PMP, ProjectManagement.com Research Analyst Projects are the way that an organization
More informationPAPER CX Governance. CX Governance. Align your organization around a unified CX objective to achieve better business results. MARITZCX.
CX Governance Align your organization around a unified CX objective to achieve better business results. 1 BUILDING A SUCCESSFUL CX PROGRAM IN A DIGITAL WORLD Your success ultimately depends on how well
More informationA CONSUMER MARKETING FRAMEWORK FOR ORGANIZATIONAL MATURITY IN DATA AND ANALYTICS WHITE PAPER
A CONSUMER MARKETING FRAMEWORK FOR ORGANIZATIONAL MATURITY IN DATA AND ANALYTICS AN WHITE PAPER For better or worse, we live in a world that is hyper-attentive to data and analytics. There are a handful
More informationDECISION SYNCHRONIZATION GATES
DECISION SYNCHRONIZATION GATES THE KEYSTONES OF ROBUST PRODUCT DEVELOPMENT AUTHORS Jérôme Weill Pierre Boy de la Tour Sébastien Maire DS GATES: A UNIQUE TOOL TO SUPPORT PRODUCT DEVELOPMENT At a time when
More informationCHAPTER 6. Conclusions, Suggestions and Recommendations. 6.1 Conclusions Overview
CHAPTER 6 Conclusions, Suggestions and Recommendations 6.1 Conclusions 6.1.1 Overview An effective training should contribute towards growth and development of employees competencies and motivation. If
More informationIntroduction. "We commend its wide adoption." 2
Project Portfolio Governance Guidelines (But are they complete?) By R. Max Wideman A review and commentary of a recent publication Directing Change, by the Association of Project Management, UK, 2004.
More informationFROM OWNING TO EXITING IN A FAMILY OWNED BUSINESS
FROM OWNING TO EXITING MANAGING THE RISKS OF TRANSITION IN A FAMILY OWNED BUSINESS 1 TABLE OF CONTENTS INTRODUCTION... 2 CREATING A SUCCESSION-DRIVEN STRATEGIC PLAN... 3 CREATING AN ALIGNED SUCCESSION
More informationGet Better Business Results
Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 4 Retain How to Retain Your Profitable Customers A white paper from Build in Retention and Profitability at Each Stage
More informationGet Better Business Results
Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 4 Retain How to Retain Your Profitable Customers A white paper from Build in Retention and Profitability at Each Stage
More informationChapter 16 Creating High-Performance Work Systems
Chapter 16 Creating High-Performance Work Systems MULTIPLE CHOICE 1 Which of the following statements captures the fundamental logic of high-performance work systems? a These are HR practices used to manage
More informationMicrosoft REJ Framework: Step by Step
Microsoft REJ Framework: Step by Step Quantifying the Business Value of Information Technology (IT) Investments Abstract IT managers today face challenges of delivering products to markets faster, making
More informationOnline PM Courses. Guide to the Project Business Case. Why and How to Create a Robust Project Business Case
Online PM Courses Guide to the Project Business Case Why and How to Create a Robust Project Business Case Table of Contents 1. Introduction 2. About The Author 3. Great Big Guide to the Project Business
More informationBETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS
BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS Although cross-functional teams are increasingly common in today s fastmoving economy, many organizations still follow a silo approach when
More informationKey Account Management
By David H. Maister A revised version of this article appeared later as chapter 19 in The Trusted Advisor, Free Press, 2000, by Maister, Green and Galford. To help professional firms design and implement
More informationStrategic inventory management through analytics
Strategic inventory management through analytics BY SEEMA PHULL, ED LAWTON AND REGINALDO A. MONTAGUE EXECUTIVE SUMMARY Many organizations hold plenty of inventory, which in theory means they should be
More informationIBM Business Consulting Services. IBM Business Intelligence Services: enabling information on demand.
IBM Business Consulting Services IBM Business Intelligence Services: enabling information on demand. The next generation of business intelligence In a global marketplace characterized by complexity and
More informationBuilding strategic HR. Fit for today and fit for the future.
Building strategic HR Fit for today and fit for the future. 1 Building strategic HR Strategic HR Given the increasing focus of executives on people and talent, HR has an unprecedented opportunity to position
More informationCapturing synergies to deliver deal value
November 2012 Capturing synergies to deliver deal value A publication from PwC's Deals M&A Integration practice At a glance Value realized from an acquisition depends on how well the newly combined company
More informationPerformance Skills Leader. Individual Feedback Report
Performance Skills Leader Individual Feedback Report Jon Sample Date Printed: /6/ Introduction REPORT OVERVIEW Recently, you completed the PS Leader assessment. You may recall that you were asked to provide
More informationThe journey to procurement excellence
IBM Software Industry Solutions Strategic Sourcing The journey to procurement excellence The journey to procurement excellence Contents 2 The journey to procurement excellence 3 How world class organizations
More informationA Guide to HR Shared Services
A Guide to HR Shared Services Contents Why Introduce an HR Shared Service Centre? The new HR Delivery Model Including the right processes in the HRSSC Role of technology Planning for HR Shared Services
More informationInformation Management Strategy
Information Management Strategy What You Need To Know! David Pierce & Lascelles Forrester 1 Copyright 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks
More informationExpert Reference Series of White Papers. Bridging IT Skills Gaps to Transform Your Business
Expert Reference Series of White Papers Bridging IT Skills Gaps to Transform Your Business 1-800-COURSES www.globalknowledge.com Bridging IT Skills Gaps to Transform Your Business James A. DiIanni, SFIA
More informationProsci s Enterprise Change Management benchmarking
ECM Lab Pre-reading Prosci s Enterprise Change Management benchmarking Includes the original 2005 ECM benchmarking study and excerpts from Prosci s 2009 benchmarking study Prosci 2010. All rights reserved.
More informationSuccessful Working Capital Initiative
The Seven Secrets of a Successful Working Capital Initiative Optimizing the use of working capital is vital not only to ensure that companies have the funds they need to operate, but also put that capital
More informationDEVELOPING A LEARNING CULTURE
DEVELOPING A LEARNING CULTURE This book was developed by James H. Saylor Copyright 2008. All rights reserved. Printed in the United States of America. Except as permitted by the United States Copyright
More informationHow to Create a Salesforce Roadmap to Grow Your Business for the Future Build a Plan that Supercharges Salesforce for Maximum Value
How to Create a Salesforce Roadmap to Grow Your Business for the Future Build a Plan that Supercharges Salesforce for Maximum Value Table of Contents 1. Introduction...3 2. What is a Salesforce Roadmap?...4
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationACCELERATED STRATEGY REALIZATION
ACCELERATED STRATEGY REALIZATION STRATEGY Accelerated Strategy Realization Process Development Management SUCCESS Bridge To Success Greencastle employs a tactical-level planning framework, known as Accelerated
More informationBIM. the way we see it. Staying Informed. A BI Service Center is vital for delivering your overall Information Strategy
Staying Informed A BI Service Center is vital for delivering your overall Information Strategy Introduction The last decade has seen forward-thinking organizations lead the way, in part, through a more
More informationTransforming Learning into a Strategic Business Enabler:
State of the Industry Study Transforming Learning into a Strategic Business Enabler: What does it mean for learning to be a strategic enabler for the business? Submitted by: HCM Advisory Group Sponsored
More informationProsci Change Management Webinar
Prosci Webinar Succeeding at, and webinar@prosci.com 1 Prosci s Mission To help individuals and organizations build their own capabilities through development and delivery of research-based, holistic,
More informationat work TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT
AUGUST 2016 ISSUE 1615 at work TIPS, TOOLS & INTELLIGENCE FOR DEVELOPING TALENT SENIOR LEADERS & EXECUTIVES MEASURING AND MAXIMIZING THE IMPACT OF TALENT DEVELOPMENT Alec Levenson senior leaders & executives
More informationI Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys. White Paper
I Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys White Paper TalentKeepers is celebrating 15 years of providing award-winning employee engagement and retention solutions to help
More informationCopyright 2011 Pearson Education, Inc. Publishing as Prentice Hall.
Copyright 2011 Pearson Education, Inc. What Is Planning? Planning - often called the primary management function because it establishes the basis for all the other things managers do concerned with results
More informationSmall business Big ambitions
HIRE MARKET SELL LEARN Small business Big ambitions Marketing Playbook for SMBs SMBs have the advantage of flexibility. Your business may be small, but your ambitions are huge. LinkedIn can help get you
More information360 Feedback REPORT. Prepared for: Melissa Brown
360 Feedback REPORT Prepared for: Melissa Brown Completed On: August 9, 2017 Introduction Feedback Participants Definitions and Calculations Understanding the Report Competency Summary Unknown Strengths
More informationHOW TO LAUNCH A SUCCESSFUL WORKFORCE PLANNING CENTER OF EXPERTISE (COE)
HOW TO LAUNCH A SUCCESSFUL WORKFORCE PLANNING CENTER OF EXPERTISE (COE) April 17, 2012 Karen Piercy, Mercer Matthew Stevenson, Mercer 0 Today s presenters Karen Piercy Philadelphia +1 215 982 4276 karen.piercy@mercer.com
More informationTHREE-YEAR STRATEGIC PLAN UPDATE v1
THREE-YEAR STRATEGIC PLAN UPDATE v1 FY2017-FY2019 OUR STRATEGY To develop future professionals through relevant and accessible credentialing programs 100% Member Market Penetration To deliver member value
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationconsulting today Sponsoring Success in Virtual Teams By Jeremy S. Lurey, Ph.D.
Sponsoring Success in Virtual Teams By Jeremy S. Lurey, Ph.D. The Importance of Executive Sponsorship As the marketplace continues to change, many of today s largest and most successful organizations have
More informationDeloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
More informationCreating a Lean Business System Prof. Peter Hines. Creating a Lean Business System Professor Peter Hines
Creating a Lean Business System Professor Peter Hines Creating a Lean Business System This white paper provides an overview of The Lean Business Model, how it was developed, and how it can be used by enterprises
More informationGUIDE. A Modern Communicator s Guide to Corporate Communications
GUIDE A Modern Communicator s Guide to Corporate Communications Let s start with hello Companies like yours are starting to realize that communication is more than just a monthly newsletter. In a time
More informationBehavioural Attributes Framework
Behavioural Attributes Framework There are eight attributes in the University of Cambridge Behavioural Attributes Framework: Communication; Relationship Building; Valuing Diversity; Achieving Results;
More informationGuidance on Establishing an Annual Leadership Talent Management and Succession Planning Process
Guidance on Establishing an Annual Leadership Talent Management and Succession Planning Process INTRODUCTION OPM is providing this guidance to help agencies implement an annual talent management and succession
More informationAgility to Compete. Manage Costs to Fuel Growth and Make it Sustainable
Agility to Compete Manage Costs to Fuel Growth and Make it Sustainable Growth is on the agenda for businesses across sectors even as market volatility remains at an all-time high. CEOs, CFOs and COOs recognize
More informationII. INFORMATION NEEDS ASSESSMENT: A TOP-DOWN APPROACH
II. INFORMATION NEEDS ASSESSMENT: A TOP-DOWN APPROACH The challenge: Know thy market. Your market has many constituencies, with many distinct information needs.. With changes in the marketplace occurring
More informationThe Feds Lead the Way in Making Training Evaluations More Effective
The Feds Lead the Way in Making Training Evaluations More Effective By James D. Kirkpatrick and Wendy K. Kirkpatrick U.S. government agencies are taking heed to the recommendations outlined in the 2009
More informationProgram Objectives. Understanding Your Own Leadership Skills & Personal Aspiration BERKELEY EXECUTIVE LEADERSHIP PROGRAM. Becoming a Force Multiplier
1 2 3 Understanding Your Own Leadership Skills & Personal Aspiration Becoming a Force Multiplier Motivating and Energizing Your Organization 4 5 Enhance Your Leadership Advantage Strategic Communications
More informationPlanning to win. Deal Advisory / Australia. Driving value growth through competitive, flexible funding and supportive financing relationships.
Planning to win Deal Advisory / Australia Driving value growth through competitive, flexible funding and supportive financing relationships. Enhancing value through capital structuring and financing. /
More informationforces A forces How Top Sales Teams Drive Performance Executive Summary
Executive Summary forces forces A T W O R K How Top Sales Teams Drive Performance Acknowledgements GMA and McKinsey & Company would like to gratefully acknowledge the cooperation of the more than 20 GMA
More informationPeter W. Benner & John Lande, How Your Company Can Develop a Planned Early Dispute Resolution System, 34 ALTERNATIVES TO HIGH COST LITIG. 67 (2016).
Peter W. Benner & John Lande, How Your Company Can Develop a Planned Early Dispute Resolution System, 34 ALTERNATIVES TO HIGH COST LITIG. 67 (2016). Copyright 2016 by International Institute for Conflict
More informationTransaction Advisory Services. Operational Transaction Services. Working with you to make your transaction a success
Transaction Advisory Services Operational Transaction Services Working with you to make your transaction a success Operational Transaction Services Canada offers substantial growth opportunities for both
More informationCapital Markets Rethinking Investment Banking. Solving the Reference Data Disconnect
Capital Markets Rethinking Investment Banking Solving the Reference Data Disconnect Reference data management challenges are well known in the capital markets industry With legacy built-for-purpose silos
More information