It doesn’t matter if you are five-person tech start-up with visions of world domination, or a corporate behemoth with tentacles in every major city on the planet, upwardly mobile companies are driven by the fundamental desire to transform. Transformation in market share, transformation in brand recognition, transformation in the capacity to innovate and respond to an evolving business landscape.
Winning depends on how rapidly an organization transforms its people. Its about shifting the operating base of your people from a state of notional potential to real potential. Its all about the human element.
The challenges organizations face in their drive to leadership, profitability, and reputational value are many. Especially in this era of the educated and highly discerning consumer. Take the financial sector. How does the executive team of a major bank grow the number of households under management, when public perception sees little or no difference between the big banks? How does a tier 1 software company grow its install base, when end-users see minimal differentiation between their CRM solution and the competitor’s solution across the street? How does a leading pharmaceutical company fund critical research and grow while competing with a deluge of cheaper generic equivalents, and the influx of foreign competitors into the domestic marketplace? Short of hinging the success of every transaction on price or how much you can discount, how does an organization, that truly recognizes the real value of their company, their solutions, and their people, exceed their objectives without giving away the farm at each point of customer interaction?
So in this climate where world class solutions, products or services are common place, and just enough to get you invited to the dance; and like every other player in your space, you’ve hired great people – you’ve invested in a phenomenal marketing/sales strategy (just like everyone else), how do you slice through the competitive clutter and parley that differentiation into sustained market leadership?
There have been many answers to this question, however the one that stands the test of time is: winning depends on how rapidly an organization transforms its people. Its about shifting the operating base of your people from a state of notional potential to real potential. Its all about the human element. Solutions can be duplicated, strategies and processes can be copied. The training company you spent $250,000.00 with just for booked a year long engagement of with your competitor, most likely teaching them the same “winning strategies,” that won you over.
Doesn’t matter if you are a sales person, CEO, or manager or individual contributor. The performance moment is a function of ones’ ability to validate the training investment made by the organization.
So, now that we know what can be duplicated and regurgitated, let’s talk about what can be done to avoid wasting that moment of truth, when you are interacting with a customer. We know that differentiation occurs in the field. Face-to-face, WebEx, or over the phone – a conversation remains the sharpest arrow in your quiver. It’s when your organization rises about facts, figures, and information readily available on your website. It’s when your customer feels the heartbeat of your company and decides if they can trust you to help them win, or if you represent a commodity, thus firmly placing you into the “price” bucket.
At an extremely high-level, it comes down to your organization’s ability to do 3 things:
- Adopt an enhancement strategy that teaches employees how to create real & immediate value vs. regurgitating product knowledge, process, & features
- Capture the success of that learning moment
- Transition that success to the performance moment (and then measure it).
Where the learning event/moment is critical, what’s in place to ensure the skills transferred are at peak levels regardless of where and when the performance moment occurs? Its this focus on the performance moment that differentiates professionals in the field. Doesn’t matter if you are a sales person, CEO, or manager or individual contributor. The performance moment is a function of ones’ ability to validate the training investment made by the organization. Optimizing ROI and ensuring the performance moment yields the type of transformation described in the first paragraph of this blog, demands Mobile Learning Reinforcement & Sales Enablement. Reinforcement and Enablement have evolved significantly over the years. In addition to being mobile, learning reinforcement and sales enablement has to be:
- Lend to Rapid Implementation & Deployment
- Recognize individual learning paths (adaptive)
- Measurable (Analytics/ROI)
- Communicate Immediate Value
If you would like to gain more insights into mobile learning and how it can work in your organization, get in touch with us to start the conversation.