Inventory Enablement Impacts
The action lab format is a guided journey through the 15 milestones of sales and commercial enablement success.
Milestone 3: Inventory Enablement Impacts
This milestone is focused on defining or predicting the positive and negative consequences of your initiatives, processes, and people. Negative impacts can include disruptions to a team, function, business or even processes and systems. Positive impacts can include the impact on sales results, process efficiency, and elevating skills (to name a few). In this milestone, you will want to identify and collect information (inventory) the relevant data, which can be used to develop strategies for evolving the function and proving you are getting traction. Without a way to inventory the impact of your function, it will be impossible to prove the business value of your strategy and approach.
- Define team skills and roles required to achieve end-state vision
- Inventory existing processes
- Identify procedures, standards and techniques to improve outputs
- Identify barriers to effectiveness and efficiency
- Identify what impacts matter to internal customer(s) and stakeholders.
- Take the time to identify what results to achieve, as well as what progress looks like along the way. Many times, enablement leaders don’t celebrate the incremental steps that lead to the result. Recognize the small wins and progress along the way.
- Impacts can be internal or external to the function. Spend more time focused externally. Ideally as close to customer conversations as possible.
- There are many factors contributing to impact. Orchestration is required and that means bringing together people, information, technology and process.
- Be zealous about sales conversations. Never forget that is your primary reason for doing what you’re doing. Build relationships that help you spend more time with sales.
- Don’t be myopic. Take the time to identify how you can positively impact the customer experience and your company’s customers.
- Though this may be difficult to quantify early on, it will inform your approach and help you stay focused on what matters most – the customer conversation. With that in mind, you will need to be very intentional about managing stakeholders. Some will be aligned, others won’t. Some will be engaged, and others will be highly disengaged and maybe even roadblocking your efforts.
- Make sure you spend the time to find out who is in your “coalition”
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Brian LambertFounder, Orchestrate Sales
Brian has worked in the sales and learning field for over 20 years. As a highly sought-after speaker, author, and consultant, his background is a valuable addition to program and project teams.
• Led four Sales Enablement Practices (3 startups, 1 Fortune 75 company), where he works with partners across multiple functions and groups to drive sales performance and accelerate strategic business initiatives.
• Quota carrying sales representative experience and a sales management experience, increasing the empathy that our team has for salespeople who must represent the brand to their clients.
• An Air Force Officer background that provides a foundation of leadership training and teams to help teams work together to pursue a common objective or goal.
• A Sales Enablement analyst and research background with Forrester Research, advising leaders in the Sales Enablement and learning professions within Fortune 500 companies.
• A training/learning leadership background, launching the sales enablement community of practice at the American Society for Training and Development (ASTD), a global association dedicated to workplace learning and performance, where he developed content, tools, and training programs for sales enablement professionals to use with their own teams.
• a Ph.D. in organizational design and management with a concentration in sales, providing him with the academic background to develop scientifically sound organizational strategies and methodologies.
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