Don't you want your technology to innovate your business?

I just read a great blog article written by Brain Sommer for Enterprise Irregulars, the title is "HR & Innovation" http://www.enterpriseirregulars.com/51938/hr-innovation/.

Contained herein is a great infographic he obtained from the consulting firm of Baker Tilly.  It shows their historical campus recruiting process using their ATS and ERP as centerpieces for data collection and process control.   Then, it shows the NEW way that redefines the process flow and reduces the dependence on core systems to accommodate social media and new technology tools to effect a more dynamic process flow.  Check these graphics out and note the stark differences that has developed over the last two years.

Taking the technology and innovation theme a bit further...

When speaking to line of business stakeholders who are searching for new systems, tools and technology, it is rare to find the 'innovators'; the ones who are looking to change out the way they do things, to re-invent processes, and to use a technology to achieve a strategic advantage in what they do.

It is rare, at least in my dealings, to find stakeholders and decision makers who will have already defined their current state process flow as well as their desired state process flow.  Most simply know that they need to do things better or want to have a system that will be competitive to their competitors.  Looking ahead and mapping out the process flow changes, advantages and gains in efficiency is most often left to a post-purchase task force and not used as a tool to guide the purchase.

It is also rare for the stakeholders to see beyond the impact that the new technology will have to their own department.  In most cases, a new technology system will impact the organization across many elements, processes and silos.  This is where a vendor can have a more profound impact if they can uncover other strategic advantages to other departments within the organization.  Thus, the business case becomes all the more pertinent and the potential 'returns' become all the more relevant. 

As good salespeople, this is our job, but maybe that's why there are so many consultants around!

Regards,
Jamie

Your CFO says that revenues are up, need to hire more, but...hold on

Best practices on how to connect with C-Level Execs

Interesting article I came across, it was written as a collaborative effort by an Executive Council focused on CIO's, but really, the same principles apply to anyone sitting in the C-Suite.

The survey drew results from over 250 executives across the US. Here is the advice they had to help them minimize the clutter and provide more relevant interactions:

- research your call lists to determine that you are even calling the right person. Too often vm's and emails are directed at the wrong executives, wasting their time and more importantly, your efforts. Cross reference one source agst the other to verify.
- don't script or broadcast your messages across the dial. Select topics of interest and provide relevant links in your emails to allow for further information gathering or education. Use your technology tracking tools to gauge the recipient's interest in what you have sent, then follow up where appropriate.
- your prospect is not sitting around waiting for a cold call...do research on the company, the person, their business, then call with a specific value proposition based upon something that connects you with them (check the blogs, analysts reports, CEO presentations).
-match the prospect's expected need with that company's size, vision, budget, timeframe, business cycle, mid-market or enterprise, etc. Don't even make an offer to the C-suite that seems unreasonable, unrealistic or improbable for them to consider purchasing today or ever.
- key talking points, if you do get through, are the total cost of ownership (TCO), the ability to execute, the ROI of the project/solution.
- be cognizant of getting trapped in spam filters, everyone uses them, everyone has different rules, and most people don't ever check the stuff that gets caught. So, even if you do everything right, relying on one modality may not get your message through even if the Exec wants it.
- learn to work with the EA's (executive assistants), yes, those gatekeepers. Many execs rely upon them to execute, manage their calendars, screen calls, listen for the buzz words, make connections. Sometimes they can be your best friend or your...

Remember, executives are buyers and fierce recommend-ers, who do need to acquire knowledge and be educated just like anyone else...or they delegate it and allow others to gather that information for them!

article can be downloaded at:
http://council.cio.com/content.html?trt=6