Methodology: four phases, four streams
One table describes all the work: what happens in each phase and in each stream.
The map of the work
Swipe the table sideways to see all phases.
| Stream | 1Assessment | 2Design | 3Implementation | 4Run & Scale |
|---|---|---|---|---|
| Process and forecast | How each team sells and where the gaps between teams are | Shared deal stages, qualification rules, forecast model | Launch in the teams, starting with a pilot | Regular forecast reviews with the owner |
| CRM and data | What is recorded in the CRM, quality of data and reports | Requirements for the CRM and dashboards | Configuring stages, fields and reports | Better reporting, new teams in the system |
| People and behaviour | Interviews, deal reviews, behavioural diagnostic | The model is designed together with team leaders | Training on live deals, coaching, working with resistance | Coaching for the owner and sales leaders |
| KPIs and management | Baseline metrics: conversion, deal cycle, forecast accuracy | KPI set and management meeting rhythm | First reports and the first single forecast | Comparison with the baseline, rollout to new markets |
Four streams
The streams reflect four things that have to change at the same time. If one lags behind, the changes do not last: a process without a CRM stays on paper, a CRM without a change in behaviour turns into reporting, and behaviour without metrics drifts back to the familiar.
Process and forecast
Deal stages, qualification rules, handovers between roles and the way the forecast is put together.
CRM and data
What is recorded and how, data quality, reports and dashboards for leaders and the owner.
People and behaviour
Roles, skills, motivation, habits. How people act at the hard moments of a deal and how they take to change.
KPIs and management
Metrics, meeting rhythm and the decisions made on that basis.
Principles
Facts before opinions
Decisions rest on CRM data, deal reviews and interviews.
One model, local specifics
Stages, definitions and forecast rules are shared. Channels and product specifics stay with the teams.
Change through the leaders
Sales leaders create and implement the model. The consultant does not replace them.
Measured against a baseline
Baseline metrics are recorded during the Assessment. The result is compared with them.
Where the methodology comes from
The sequence of phases comes from the practice of large transformation projects and enterprise system implementations. I worked with it at Hewlett Packard Enterprise and in SAP projects, and then adapted it to sales.
The “People and behaviour” stream draws on psychology: the gestalt approach, cognitive behavioural counselling and coaching.
Questions and answers
Can the methodology be applied to a single sales team?
Yes. The phases and streams are the same; only the scope is smaller, with no comparison between teams and no consolidation of forecasts from several countries.
Is the methodology tied to a particular CRM?
No. It works with whatever CRM the company uses. If there is no CRM, the requirements for one are defined in the Design phase.
How is an Assessment different from a sales audit?
An audit usually checks the process and the numbers. An Assessment also looks at people’s behaviour and compares the teams with each other on the same criteria.
Start with a conversation about your sales
A short, free call will show whether you need an Assessment and how large it should be.