Drive Sales Performance with Seamless Data Integration

In the world of sales, data is the fuel that drives success. To enable sales teams to unlock their true potential, we are proud to announce the launch of our game-changing integration capabilities. With this revolutionary release, companies can streamline data ingestion from hundreds of sources, enabling their sales force to make data-driven decisions easier and achieve remarkable results.

Empower with Seamless Data Integration:

Optymyze’s integration capabilities are specifically designed to empower companies with the ability to access data from various sources such as databases, warehouses, analytics, and more. Our comprehensive approach brings all critical sales data together into a centralized hub, providing a holistic view of customers, opportunities, and performance. Data silos becomes a thing of the past.

Effortless Data Ingestion and Automation for Sales Efficiency:

Powered by cutting-edge data pipeline technology, Optymyze ensures secure, reliable, and efficient data transfer. With advanced automation and scheduling features, our integration capabilities make data ingestion effortless. Companies can seamlessly import data from multiple sources, eliminating manual processes and saving valuable time and resources. This enables companies to focus on what truly matters – setting up the sales force with the data they need to focus solely on building relationships, closing deals, and driving revenue.

“We’re incredibly excited to bring this game-changing capability to the Sales Performance Management market. What sets Optymyze apart from other SPM solutions is our dedication to providing a comprehensive, user-friendly platform that empowers our customers to take control of their data.“

Ionut Hrubaru, CTO at Optymyze

Driving Sales Success with Actionable Insights:

Imagine having all the sales data you need at your fingertips. Optymyze’s integration capabilities makes this a reality. By unlocking valuable insights from a centralized data hub, companies gain a competitive edge and their sales teams, armed with comprehensive and real-time information, can make informed decisions that lead to increased win rates, enhanced customer experiences, and accelerated revenue growth.

Maximizing Sales Efficiency and Performance:

We understand that sales success is all about efficiency. Our advanced automation features streamline the data ingestion process, providing companies with all their data in on place, at once.  By simplifying data integration and automating manual tasks, Optymyze empowers companies to make their sales operations more efficient, their sales forces and channels more effective, and their bottom lines more attractive.

Conclusion:

Optymyze’s game-changing integration capabilities are designed to empower companies to achieve new levels of success. By streamlining data ingestion from hundreds of sources, the power of data-driven insights can be unleashed and sales performance easily enhanced. Experience the benefits of seamless data integration and revolutionize your sales approach with Optymyze products and platforms.

Ready to transform your sales force and drive exceptional results? Contact us!

Most everyone can agree that increased sales productivity is linked to process automation. Not only does automation give salespeople more time to sell, but employees at all levels and across departments are freed up to devote more time to key parts of an organization’s strategy. But successful sales process automation and implementation can only be measured by the degree to which professionals are enabled to exert greater control and influence over an organization’s sales operations.

Sales process automation is key

Typically, sales operations departments—staffed by an array of sales compensation specialists and IT analysts—manage the automated processes that have transformed the way a sales force gets paid. As with administrative resources, IT functions include maintaining and supporting the systems, overseeing the processing of compensation payments and managing system errors.

But difficulties with poorly designed compensation tools quickly lead to sales compensation problems, which inevitably cause IT experts—the people you hired for their knowledge, insight, and strategic thinking—to spend an inordinate amount of time diagnosing and solving system errors and ensuring that the compensation system communicates with other systems.

Oftentimes organizations must pay high fees to license third-party software that will enable infrastructure maintenance and upgrades. In fact, sales departments frequently incur “opportunity” costs, as staffers are busy tackling problems rather than innovating.

Choose Wisely

The above sales process automation challenges can be addressed by sales organizations with effective sales performance management solutions.

An effective sales performance management solution—one that doesn’t eat more time than it frees up—must encompass three main characteristics: it needs to be intuitive, powerful, and flexible.

Sales performance management solutions must be readily understood. Those most successful at driving adoption and enabling users to make informed decisions are designed from the ground up with information displayed in accessible and actionable ways. Employee hierarchy, sales, and performance metrics are just a few examples of the key information that everyone on the sales force needs to be able to easily access.

A sales performance management solution needs to be simple yet powerful enough to allow users to troubleshoot issues and accommodate changes that might occur during schedule planning. Compensation analysts often have to update employee information and bonus targets, or even make adjustments during tight compensation cycles.

Finally, flexibility is paramount to the success of any sales performance management solution because the technology must allow administrators to implement different compensation processes at any given time. Territory management, quota management, and long-term incentive compensation planning are key components of an efficient solution.

The Optymyze solution for sales performance management is built on a unified, no-code platform which makes it easy to meet current and future needs. This way, sales operations teams and sales forces are able to always perform at their highest abilities and quickly adapt to changing strategies. For more details, check out this whitepaper on the Optymyze unified, no-code platform.

Check out whitepaper

Human relationships. We crave them, occasionally learn from them, and give our all to making them work. When it comes to sales, the great salespeople are those who are the most deeply human: Able to listen intently, have insight into problems their customer might have, and find or create solutions, even when all the roads seem to lead nowhere. But when administrative duties, such as recording, tracking, and connecting the details about every potential sale in the pipeline threaten to overwhelm salespeople, they—and sales leaders, too—wave their white flags. Enter sales force automation.

Clearly, this is a job for technology. Why? Firstly, because the potential for human input to result in human error is enormous. This is as true for managing customer relationships as it is for measuring sales performance and calculating sales compensation.

Secondly, but equally if not more important: In smoothly functioning, successful sales organizations, administrative functions don’t take top priority. Salespeople, upon whose efforts and successes any organization depends, are freed up from rote, redundant tasks, and can focus on selling. And sales leaders, instead of dedicating precious time to juggling administrative functions, can devote themselves to growth and retention.

Process automation eliminates the huge burden of struggling to manage account information that’s spread across teams in Excel sheets. It brings that information to a single centralized tool, easily accessed by both management and entire sales teams. It allows each person involved in the process to focus on value-added work rather than on trying to keep an eye on all the moving parts that impact performance. And it enables salespeople to do what they do best and even reach new heights of productivity.

With our sight set on that goal, Optymyze provides no-code sales force automation apps that simplify and automate key aspects of the sales processes. Some examples include:

• Account and Contact Management that provides up-to-date account and contact information in one centralized location with an ability to track activities relating to these accounts and contacts.

• Lead Management that provides end-to-end lead management, including the ability to enter and edit information about leads, track activities relating to leads, manage the qualification stage of leads, and qualify/convert leads to contacts, accounts, and opportunities.

• Opportunity Management that provides end-to-end opportunity management, including the ability to enter and edit opportunity information, review products, and prices within price books, and analyze pipeline/win-loss reporting.

• Activity Management that provides the ability to manage activities across the board from a centralized location.

• Reporting and Analysis that provide actionable insights into sales trends and performance, as well as recommendations for sales reps by product or account.

There’s no better way to start off the year right than by alleviating your sales teams from having to perform redundant tasks and letting them focus on the activities they love and that rake in the big bucks. With Optymyze’s no-code sales force automation apps, leaders can manage, measure and improve the selling process, adding value to the company’s progress now and for the foreseeable future. In the end, in order to keep up with this fast-moving industry, one always needs to stay one step ahead.

For more details into how Optymyze helps organizations like yours streamline key business processes, be sure to check out this solution sheet on sales force automation.

Check out solution sheet

With change happening at breakneck speed, organizations are continually evolving to serve the increasingly complex nature of business. Adaptability is becoming a must. Sales Operations is one of the key functions pressed to implement change in a faster-moving, sometimes unpredictable environment. This positioning has led Sales Operations to become more visible across the organization and aspire for a place at the decision-makers’ table.

As in the dining room, so in the conference room: Inviting someone new to the table changes the conversation — and puts a lot of pressure on the newcomer to confirm that they belong. If Sales Operations is to gain a permanent seat, it will need to get involved in shaping expectations and assert its evolving value within the company by supporting other key functions and driving change. Ultimately, it will be called upon to prove itself worthy in two essential ways:

1. by showing that it can be a strategic partner, not just a tactical player; and
2. by acting as a top-performing function at all times and for all internal customers.

But stepping into a strategic role is no simple endeavor for anybody. It poses particular challenges such as continuing to complete tactical tasks while contributing to the attainment of strategic corporate goals.

Sales Operations as a strategic role

In most organizations, Sales Operations’ work is tactical: leveraging data to manage day-to-day activities; creating elaborate reports; and performing other recurring tasks that support and compel salespeople to…well…sell.

Though critical to the business, the routine nature of this work has prevented the group from focusing on and reaching its full potential. It’s also led people to wrongly perceive this function as a dumping ground for administrative chores and anything-you-might-need sales support.

The strategic “face” of the Sales Operations function may not show itself as often as the tactical one, but seeing the potential there, and tapping into it, can become the secret ingredient for the success of the sales organization.

Many people in Sales Operations possess finely tuned detail-oriented observation skills that, when combined with an analytical mindset, give them an edge. Their firsthand, hands-on experience filtering through enormous amounts of data to pinpoint what really matters to the company can bring game-changing strength to their insights.

When heard, the voice of Sales Operations can increase the organization’s ability to make decisions quickly, predict outcomes, and analyze buying patterns. In addition, its internal customers and visibility within the company positions this function to lead change, not simply support it.

Immersing themselves in the everyday responsibilities and staying involved in the work of other departments has proved to be fertile ground for people in this role. To begin with, they know everything about the best tools available. Dig deeper and it will become clear that those who walk in Sales Operations’ shoes understand the value of close collaboration and can manage the flawless execution of processes. By leveraging its know-how in analytics, and by enabling it to participate as a proactive player in designing long-term plans and strategies, the entire sales organization can reap the benefits of Sales Operations’ experience and take the function’s contribution to the next level.

Interdependent, but not oppositional

The Sales Operations function of tomorrow can gain more authority in the organization by leveraging its insights to drive sales results. Tactical excellence and the impeccable execution of everyday tasks can lay the foundation for consistently asking the right questions and ensuring forecast success.

In this case, the terms ‘tactical’ and ‘strategic’ aren’t opposites of each other. They’re interdependent; frequently, they overlap. For this exact reason, many people struggle to precisely compartmentalize them. But lift them out of their boxes, and the connections become visible. For instance, observing and reporting, so crucial to making steady tactical moves, are also fundamental to sound strategic thought.

Too often in big businesses, “strategy teams” can design seemingly flawless plans that – once rolled out – fail because the underlying assumptions are incorrect. In these cases, the strategy teams simply neglect to ask the tactical teams if the numbers they base their forecasts upon are right. What Sales Operations potentially offers is both tactical excellence and visionary planning.

Even though most companies are aware of the benefits of a top-performing Sales Operations function, very few succeed in making the most of it. When understood and employed with a long-term vision, it can bring the company closer to meeting major strategic goals.

Here are the key 5 features of a top-performing sales operations function:

1. Alignment with the other key functions in the company. Sales Operations needs to act as a trusted advisor to the Sales function, yielding intelligent insights, not just delivering data reports. Also, Sales Operations needs to be in sync with the Marketing and Product teams, as well as Customer Satisfaction, and constantly ask for feedback from these internal customers.
2. Proper staffing. Sales Operations functions are frequently understaffed for both strategic and tactical work. This seemingly cost-saving approach might lead, in the end, to high expenses for the company, as it jeopardizes the success of essential activities in the sales organization. Needless to say, talent retention also becomes problematic.
3. Fast time-to-value. Top-performing companies need standardized, automated business processes. They need to achieve the best results in the shortest time possible.
4. Continuity/sustainability. Leaders need to stop thinking of Sales Operations as a department that will simply fix functional problems. Best-in-class companies leverage track record/data and streamline sales operations processes to achieve continuous improvements in key metrics.
5. Scalability. Sales Operations needs to be flexible and adapt to requirements related to new markets, data variety, volume, and velocity, providing enterprise-wide collaboration and planning. For example, in the case of mergers and acquisitions.

The key to establishing sales operation’s added value

Today, Sales Operations’ place in the organization is, in many cases, not predefined; its charter is in flux. Defining it may come down to attitude: What kind of player do you want your Sales Operations team to be? Ultimately, the stance that Sales Operations takes – and the endorsement it receives from top management – will determine whether or not it can go beyond reacting to change and implementing tactical tasks.

If you are a Sales Operations leader, here are some questions you need to ask yourself:

• Are you comfortable with your department as an operational center, or do you aim to become a strategic partner to the sales organization?
• How much attention does senior leadership pay to your positioning in the company?
• If it’s not as much as you’d like, what can you do to consolidate their buy-in? How can you increase your contribution to the company’s sales performance?
• Are you confident enough to respond, “not now,” “no,” or “it’s not a priority” when asked to execute on a goal that’s simply not worth your time?
• Can your staff question the effects of changes they are expected to implement, or do they simply comply with functional requirements?
• Do you keep up with industry trends and market predictions (2 – 4 years out) and introduce them into your conversations with other business leaders?

The answers to these questions, and many similar ones, will define your attitude towards strategic thinking and the position of Sales Operations in the company. The right tools will help as well in shaping that attitude that is key to establishing sales operation’s real value.

Optymyze helps organizations like yours power sales operations with sales planning, sales force automation, and sales reporting and analytics apps – all no code.

Check out the Optymyze app gallery.

There’s no denying it: We’re hooked on digital apps. In our personal lives, we use them for shopping online, ordering food, raising complaints, booking appointments, conducting surveys, and the list goes on. On an enterprise level, we use them to manage hiring and onboarding, automate payrolls and performances, resolve disputes, streamline workflows, etc.

And that’s not all. Have you ever wondered how a layman creates a website and deploys it in a matter of a couple of hours, complete with the integrations with payment gateways and various social media platforms? Or how organizations implement a whole new workflow management system in a matter of days?

This digital transformation has become possible due to the low-code and, more recently, no-code app development platforms. One does not need to learn to code, rely on IT, or hire an expensive team of developers to create apps. The low-code and no-code platforms provide a flexible and intuitive design space that is easily understood by business users. They can use this space and translate their requirements into scalable apps. In turn, these low-code / no-code apps can be integrated with existing apps and systems, such as ERPs or CRMs, to eliminate repetitive tasks and boost efficiency and productivity.

And this approach is here to stay. According to Gartner, the low-code/no-code app development market is expected to reach $13.8 billion in 2021 and these platforms will account for 65 percent of all app development by 2024. Understanding how they work is key to making the most of them.

What are low-code / no-code platforms?

The concept of Low-Code Application Development platforms is not new. Their history can be traced back to the 4^th generation programming languages (4GLs) and the rapid application development (RAD) tools of 1990’s and early 2000’s, which reduced the complexity of programming languages and increased app development speed. In 2014, analyst firm Forrester coined the term “low code.”

Low-code/no-code platforms are enterprise-level app development platforms that use high-level programming abstractions and metadata-based programming languages. They support scalability, disaster recovery, in-built security, service level agreements (SLAs), resource usage tracking, technical support from the provider, and API access to and from local and cloud services. Noteworthy, the businesses that develop apps using low-code/no-code platforms become the owners of those apps.

These enterprise-level platforms employ the RAD methodology, which essentially means that one can quickly create and launch prototypes, get feedback, and iterate further. They use visual components and drag-and-drop features that allow for easy app creation, as well as pre-built modules and easy-to-use API integrations that make the job even easier. Typically, low-code/no-code app development platforms consist of three components:

• Graphical User Interface (GUI) for programming, which is a drag-and-drop interface that allows users to define their inputs and outputs, create business logic, add app components to create the end-user experience without writing lines and lines of code.
• External Integrations, which allow users to interact with external databases via secure SOAP and REST-based web services visually integrated into the app.
• Application Manager, which comes with tools to build, debug, deploy, and easily maintain apps.

In other words, they allow business users to configure apps with little or no technical knowledge and deploy them with a single click.

Currently, both low-code and no-code platforms are clubbed together under Low-Code Development Platforms (LCDP). However, the recent rise of the No-Code Development Platforms (NCDP) is paving the way to a new, standalone NCDP market category.

Low-code vs. no-code platforms: how are they different?

No code is the evolution of low code. Even though the lines between the two types of platforms are currently somewhat blurred, there are a few distinctions that set them apart:

Programming/Coding Experience

The fundamental difference between a low-code and a no-code platform is the level of programming experience needed to successfully create apps. The former lets you fiddle with the source code. It provides editor components to make modifications in the source code and hence technical know-how related to Java, Java scripts, CSS, html etc. is required. The assistance of IT is also often required to make and troubleshoot code changes and is prone to manual coding errors.

The latter – as the name suggests – requires no coding at all, thus further increasing the speed of app development and delivery. With no-code platforms, users configure apps based on the features and templates provided in the application framework. They put together various blocks of pre-built templates and functionalities and this configuration is automatically converted to code. The user never sees the source code.

Target Users

Low-code platforms were initially aimed at increasing the productivity of developers by moving them away from traditional hand-written coding. Though these platforms are increasingly targeting business users, they still require a good understanding of certain coding languages. Scripting languages may vary. Some platforms allow commonly used language, others may provide their proprietary language that requires learning. Arguably, these platforms are ideal for skilled developers with coding knowledge.

No-code platforms, on the other hand, are ideal for both developers and business users – also known as citizen developers – who do not have any coding experience. Anyone well versed in business logic and decision-making can configure apps using a no-code platform. The focus is on rapid and flexible development by putting business users in charge of their own apps.

Ease of Use

Since no code is involved, the learning process associated with no-code platforms is shorter than that of low-code platforms, where users need to spend time on learning the associated language. This also reduces the implementation time of no-code apps as compared to apps developed on low-code platforms. In addition, business users can integrate the apps with existing systems without doing any scripting.

Level of Customization

Low-code platforms provide users with the ability to add and modify code, to make changes to their apps. The downside to this approach is that in case of technology upgrades, the app code might need to be adjusted.

No-code platforms, on the other hand, provide customizable pre-built modules or templates in the platform itself. They also ensure that the business logic of the apps that users build is separate from technology upgrades and shifts.

It’s time to get aboard the no-code train

Application development using traditional coding takes a long time, needs skilled developers, and incurs huge costs from deployment to maintenance to continuous upgrades. The current legacy infrastructures are outdated and costly to maintain and require an army of developers to make necessary changes. The added level of unpredictability that this decade has already brought makes it critical for companies to be able to respond quickly to market needs.

Clearly, no-code platforms bring great benefits, one of them being the ability to change and adapt fast. In spite of this, though, there are some misconceptions that persist.

For example, it is widely believed that they are only useful for creating standalone apps that do not scale well. This, however, is not true. No code is not just a movement for business users building and defining apps. The menu-driven setup process that is characteristic of no-code app development is incorporated into other enterprise functions too, such as data warehousing, processing, modeling, and workflows.

With no-code platforms, organizations are able to create enterprise-wide, database-enabled, integrated solutions. So it’s time to leave all the misconceptions around no-code behind and embrace it.

Bottom Line

Enterprises gain a competitive advantage when they are enabled to deliver faster, coherent, and comprehensive solutions. A unified, no-code platform with a flexible and scalable architecture like Optymyze allows for rapid deployment of multi-faceted solutions with ease. It empowers citizen developers to quickly and directly respond to their most pressing problems and to achieve self-sufficiency in creating and deploying apps that drive digital transformation.

To get a glimpse into how a no-code platform can benefit your organization, learn how Optymyze’s no-code data processing solved retailer’s challenges with complex points of sales data.

Check out the success story

This is part 2 of the 3-part “Failure Series” of blogs. In part 1, we took a deep dive into three common reasons why IT implementations fail. In this entry, we will be covering the costs that are associated with IT implementation failures and the implications they can have on organizations, beyond just monetary expenses.

If you have ever had a lingering feeling of doubt after making a substantial purchase or investment, then you have experienced buyer’s remorse. It’s a feeling that typically causes us to continue to evaluate options, consider what if? alternatives, and play out scenarios that make us question our purchases.

Often, the feeling is fleeting and unsubstantiated. But sometimes, buyer’s remorse translates directly to regret, and the effects of a misguided or hasty purchase compound and cause considerable costs.

This is particularly true when organizations purchase and implement new solutions. IT has become paramount in system-based operations and tech-heavy business models. There is a constant and growing need for updates and upgrades as the global economy shifts to one of digital transformation and cloud-based enterprise. But organizations must be mindful of the considerable risks involved with poorly planned and executed IT undertakings.

A PricewaterhouseCoopers study reviewed over 10 thousand projects from 200 companies and found that only 2.5% of these companies completed 100% of the projects they initiated. That is no doubt a small margin of success. And though these projects may be necessary to a business, they must be carefully thought out and weighed with alternatives. Part of that is the costs associated with a new IT project.

Let’s take a look at what these costs are and remember, these should be considered before purchasing a solution so that you can avoid buyer’s remorse and feel confident that your implementation project will be a success.

Time and Money – Direct Costs

These are the obvious items for any business or organization:

Purchase price

Implementing a new IT solution will have a price tag, which begins with the purchase price of the solution. There may be fees, taxes, and licensing costs, depending on the contract terms, as well as ongoing support or subscription expenses.

Human capital

Direct labor and wages must also be considered, as human capital is spent researching and evaluating possible solutions, project planning and system training, and finally implementation and execution of the project. Before an implementation even kicks off, there is already a considerable amount of money and human capital invested into most IT projects. What happens if these projects fail or derail?

Budget and schedule overruns

It is hard to assign a specific number with so many variables in play – company size, the scope of the project, scheduled completion, resources involved – but PwC found that IT failures cost the U.S. economy about $50-$150 billion annually. Even more shocking is that the Harvard Business Review found that an average of 27% of projects incur cost overruns, and more than 70% incur schedule overruns. Not only are these projects putting serious financial burdens on companies, but they are going over budget and over their estimated completion times, causing even more ramifications. It would make sense to cut losses and chalk these projects up as sunk costs. But it’s not always that easy.

When a new system implementation fails or gets abandoned, the financial burden compounds. More time and more money must be invested into finding a new solution that works or those same resources are invested into reverting to a previous system or process. With no guarantee either of these options will be beneficial, the impact of the failed IT project may continue to resonate well into the future.

Money or labor intended to go toward other budgets or projects is hemorrhaged to fix the mistakes. Those other projects in turn get delayed or abandoned due to the lack of dedicated resources, and the organization could find itself in a worse position than it started in, with multiple failed or abandoned projects, as well as time, money, and human capital wasted with little to show for it.

Failure Trickles Down – Long-Term Effects and Indirect Costs

Most organizations are able to put the above costs into perspective. Budgets, project timelines, resource management, and labor requirements are planned and allocated for. But numerous other costs should be examined, especially considering the low rate of success that most IT projects face. If a project fails or is abandoned, these costs become glaring miscues for the organization and have the potential to do serious harm.

The cost of disruption

The first indirect cost is the cost of disruption to the business, clients, and/or customers. Most new projects involve a period of transition where the new systems are adopted and users learn how to use them. This has the potential to slow normal operations down as users don’t have the same comfort level with the new system and the time it takes to complete tasks increases.

Naturally, this creates tension and frustration. Customers may not want to hassle with a new system and may take their business elsewhere. Employees may feel pressure as their production slows and they miss their targets. These not only lead to a potential loss of revenue, which further impacts the bottom line for the organization, but they also cause a loss of faith in the organization. This is especially true when an IT project fails.

Unhealthy business

We know that direct costs are plentiful, as more time and money are spent on projects to attempt to keep them afloat. But another indirect cost is the well-being of the organization itself. A McKinsey-Oxford study revealed that 17% of IT projects go so bad that they threaten the very existence of the company. One example given was a retail chain that invested $1.4 billion into modernizing its IT systems only to abandon the initiative shortly after it kicked-off. However, realizing they began to fall behind their competitors, they invested another $600 million into an improved supply chain management system, only to have that project fail. These IT project failures – and their whopping price tag just shy of $2 billion – forced the retailer into filing for bankruptcy.

Emotional cost

It’s not just a company’s reputation that is at stake. The people involved are also at risk. IT implementation failure is a tough thing to face, especially with such high dollar amounts tied to it. There is often a need to point a finger and assign blame to a person or team of people and hold them responsible for project failures.

This has serious consequences for individuals. Imagine if it were you that was blamed for a million-dollar failure. Your employer may lose trust in your ability to make decisions or lead others. Your teammates or subordinates may not have faith in you to manage them or delegate responsibly. You could lose the same trust and faith in yourself. But worse, a big enough failure could lead to you and your team losing your jobs.

Buyer’s remorse is a funny thing. We only experience it after the fact. But since we all know what that feeling is, we can hope to do everything in our power to avoid it. Part of that involves weighing all of the possible tangibles and intangibles, pros and cons, direct costs, and indirect costs against one another to make the most educated decision we can make.

Though IT projects don’t have the best track record of success, that doesn’t mean that they aren’t important or should be avoided. It means that there are risks involved with these types of projects. Investment in them should be calculated. Evaluation of them must be done carefully. Understanding the IT implementation failure costs, both direct and indirect, that may come into play before, during, and after an IT implementation can help navigate the uncertainties that may arise. Organizations can put themselves and their people into better situations to overcome common pitfalls and be better positioned for implementation success.

There are plenty of other ways to do this, and that’s where we’ll pick up next time, in our final entry of this 3-part series, “How to Avoid Failure.”

In the meantime, check out this success story of how a data giant successfully implemented a software solution to address their sales compensation challenges and achieved outcomes beyond expectations.

Check out the success story