These three trends are driving new, modernized sales and marketing approaches built on collaboration, collective purpose, and focus on what works for customers and the sales team.<\/p>\n\n\n\n
Sales enablement<\/a> orchestrators who want to elevate their role and accelerate go-to-market strategies will continue to focus on increasing their team’s value contribution, and not just responding to trends. They’ll work with teams in marketing, field marketing, sales training, knowledge management, process, customer experience, and quality because all have a role to play in helping create the right content, skills, and tools for sales conversation impact and success. <\/p>\n\n\n\n To get there, and to effectively team with relevant groups, sales enablement orchestrators are blending strategy and tactics. Here are some approaches they are taking. New products, services, and solutions require sales enablement orchestrators <\/a>to think more strategically about their digitization and work management strategies to add value to sales. If they don’t do that, they’re “enabling customer conversations” in theory, but not in practice.<\/p>\n\n\n\n If sales enablement orchestrators don’t have a digital transformation strategy<\/a> that factors in an operational workflow, they risk losing visibility into the value they’re creating for sales. And if that happens, they won’t manage cross-functional work, and they won’t be able to quantify the impact of what the teams produce for sales and customer impact.<\/p>\n\n\n\n They will also struggle to co-create value with other teams (i.e., sales, marketing, product, and operations). They will find they launch initiatives that are ‘dead on arrival’ instead of embraced by sales and sales leadership. And they will quickly discover that they lose the transparency required to optimize their teams and leverage insights to close the gap. When that happens, the content, skills, and tools they produce have already lost value and impact on sales. Meaning the gap between their team and the sales team will continue to widen, and the difference between sales and customers will continue to expand.<\/p>\n\n\n\n As corporate strategies continue to accelerate in the age of the customer and digital disruption picks up pace, sales enablement orchestrators are dealing with challenges at a more human-level. Sometimes it’s easy to forget we’re in a knowledge working business. What that means to many is providing outputs and services to others internally, and eventually to end-user customers. Much of the value people create is intangible value, based on experiences, skills, and processes merging to create something of value. <\/p>\n\n\n\n Additionally, it’s easy to forget we’re in the 4th industrial revolution. During this time, new capabilities such as artificial intelligence, genome editing, augmented reality, and robotics, rapidly change how humans create, exchange, and distribute value. Each revolution has created a tectonic shift in how people work and how people create value. (https:\/\/www.britannica.com\/topic\/The-Fourth-Industrial-Revolution-2119734<\/a>)<\/p>\n\n\n\n This shift is coming from simple digitization (the Third Industrial Revolution) to innovation based on combinations of technologies (the Fourth Industrial Revolution). As a result, it is forcing companies to re-examine the way they do business. The bottom line, however, is the same: sales enablement leaders need to understand their changing environment, challenge the assumptions of their operating teams, and relentlessly innovate.<\/p>\n\n\n\n
<\/p>\n\n\n\nDEVELOP A WORKFLOW STRATEGY<\/strong><\/h3>\n\n\n\n
LEAD INTEGRATED TEAMS TO OUTCOMES<\/strong><\/h3>\n\n\n\n
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