Redesigning go-to-market inside a hold period
A full redesign of a global organisation in a quarter of the normal time, with no damage to the pipeline.
Rebuilding coverage, roles and incentives at the pace an investment timeline demands, including placing sellers by evidence: the same forty sellers produce more when they are placed where the evidence says they will perform.
The material comes from four major go-to-market transformations across two companies and three continents, from a 1,500+ person sales transformation onto one model and one CRM, to a redesign that moved a global business from regions to business lines in a quarter of the normal time, with lower cost and no pipeline impact. That pace is what an investment timeline demands.
The talk covers the decisions that have to come first: how to organise, where the money goes and what it produces, what every role is for, and where sellers are placed, on evidence rather than inheritance. It also covers the sequencing that protects the number while the change lands, and why structure inherited from the last reorganisation is the most expensive line in most go-to-market plans.
The order to rebuild in, and what never to change mid-quarter.
An example visual
An example of the kind of visual I use to carry the ideas in this talk, drawn one idea at a time. Each talk is shaped to the organisation and the forum, so the visuals on the day will vary.
For a talk, panel or podcast, send the event name, date, format and audience to ian@illogicaldata.com.