Embracing Continuous Transformational Change

An Executive Brief

What stands between you and successful adaption of new processes and how to conquer it

Not too long ago, businesses prized stability and consistent performance. They coveted proven strategies, carefully cultivated reputations, and developed a loyal customer base brick-by-brick, year-over-year by being solid and never-changing. The goal of managing transformational change was to successfully avert a crisis, usually brought on as a reaction to any external force or change in management philosophy. Then it was back to business as usual, with new processes and goals.

Executives Brief Embracing Continuous Transformational Change

Today most organizations are in a continuous state of transformational change, because an important initiative is always underway.

Sales organizations, in particular, tend to be affected by change more deeply as market conditions, mergers, acquisitions, and other factors affect the way an organization generates revenue.

Impact of Change on Sales

Increased cost and lower revenues

Increased cost and lower revenues

Reps are distracted, confused, and pressured to adapt quickly. The result is lower sales and revenue, along with missed new opportunities.


Increased Sales force turnover

Increased Sales force turnover

Turnover increases when sales reps become disengaged due to inconsistent compensation, dealing with change in roles and responsibilities, and lack of trust in the future vision


Loss of long-term focus

Loss of long-term focus

Leaders get caught up in fighting fires like keeping revenue streams alive, managing costs, ensuring compliance with strategy, etc. and lose focus of the big picture.

Transformational change is now the rule, not the exception. And no department in the organization is safe from impact.

It is not feasible to allow revenue, efficiency, or output to slip during the transformation. Organizations need to proactively and continuously manage sales performance, especially during change, in order to minimize disruption. They must pay attention to all sales and sales operations functions, and adopt processes and technologies that have a built-in capacity to leverage change positively.

Managing Transformational Change

Intent

Intent

Make it clear to everyone why you are doing it.


Buy-in

Buy-in

Get buy-in from all parties involved.


Tradeoffs

Tradeoffs

Do not sugarcoat the trade-offs; instead make it clear why they are required.


Step-by-step integration

Step-by-step integration

Deploy a well-developed integration process to carry out the changes.


Participation

Participation

Make sure everyone’s place is well defined in the new scheme of things.

Managing Change through Agile Sales Performance Management

Sales organizations can become agile through sales performance management — the proactive and continuous management of various sales and sales operations functions. Agile sales performance management applies to three dimensions:

Managing Change through Agile Sales Performance Management

People

People

Sales organizations thrive when they have clear objectives and when people are aligned with those objectives on individual and team levels.

Processes

Processes

Flexible business processes that can adapt to change – keep meetings and communication focused, and easily tweak sales strategy and compensation plans with the help of actionable, timely intelligence.

Systems

Systems

With SPM technologies that scale with and adapt to organizational changes, companies are able to derive value more quickly, support mobile capabilities, and eliminate drain on the resources by adopting integrated solution suites.

Instead of delivering a short-term blow to the bottom line, transformational change can bring advantages, but only if it is channeled correctly.

Continuous strategic transformational change means accepting change as an integral part of the process. Under this strategy, organizations continuously set up, renew, and adapt business processes and resources to stay relevant in the market. If your sales organization can quickly re-direct itself to respond to change through fast, smart adaptations, then your organization can be steps ahead of any competitors.

Benefits of Going Agile

With People

  • Encourages collaboration
  • Reduces disruption due to change
  • Increases buy-in
  • Encourages ownership
  • Develops future sales leaders

With Processes

  • Increases flexibility due to iterative cycles
  • Fosters open and frequent communication
  • Reduces ambiguity around goals
  • Streamlines frequent strategy updates and realignments
  • Enables better and faster response to market changes

With Systems

  • Allows focus on core competencies to remain intact
  • Delivers high business value due to faster implementation
  • Provides better mobile support with ‘as-a-service’ technologies