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18 results for “cross functional alignment”
...you have tight cross functional alignment because it's important that not just go to market like marketing, sales, services, rev ops are aligned with what the goals and objectives are and what this person is coming in to do to drive transformation fo
19:22 / 20:46
from transcript19:22 – 20:46
...of cross functional teams feels so powerful to me, and I believe that there should be always healthy tension between a Salesforce and a product management team, but not at the expense of communication between departments. And if you could bring that
10:26 / 11:37
from transcript10:26 – 11:37
The idea of cross functional teams feels so powerful to me, and I believe that there should be always healthy tension between a Salesforce and a product management team, but not at the expense of communication between departments. And if you could br
11:08 / 12:26
from transcript11:08 – 12:26
the business has to be much more about predictability and efficiency. And so that that's actually what the org chart is designed for. If you go back and look in history, it was invented by a guy called Frederick Winslow Taylor, and he wrote this book
28:19 / 29:34
from transcript28:19 – 29:34
a a large global enterprise we're now selling to because they need four, five different sets of things to make them successful. So they might need adoption specialist who does change management, plus a technical specialist to help them build on the p
31:33 / 32:37
from transcript31:33 – 32:37
...quarter plan with alignment cross functionally for how you're gonna get that done? Because in my experience, the majority of actions that you wanna take to drive improvement across the sales organization is going to require support from either produc
12:44 / 13:50
from transcript12:44 – 13:50
...actually build alignment, accountability, and speed into your day to day? First is that you need to encourage real debates. You need to make sure that every single person in the company feels comfortable speaking up, from the SVP of marketing all the
16:31 / 17:37
from transcript16:31 – 17:37
...that misalignment, and then I've been really blessed to work at a bunch of companies where the leaders were all really aligned on the company's goals. And I think it it really matters to how you compensate your top leaders. They all need to be compen
37:26 / 38:39
from transcript37:26 – 38:39
...is this cross functional, like, little pods, so that you're all collaborating and and working together. Just Right. In terms of when you have been hired, have you seen consistently where, you know, this is when you need to bring in the product market
33:46 / 34:49
from transcript33:46 – 34:49
They are essentially your organization's pilots, and you wouldn't get on a flight with an untrained pilot. Right? I I hope not, at least. Yet, unfortunately, this is what happens in most companies. They under invest in their frontline manager leaders
18:44 / 19:48
from transcript18:44 – 19:48
...working across those boundaries and trying to bring teams together, then no one should really know where your dotted line goes. No one should really know where you sit, in my opinion. I think what you've shared is a great example. I like the way you
33:02 / 34:05
from transcript33:02 – 34:05
super important element is to make sure that you have a a really strong presales team to bridge that gap between the product and engineering organization and the sales organization. And then the second thing is having regular cadence of communication
36:47 / 37:55
from transcript36:47 – 37:55
...cross selling, you have this corporate group which helps to sort of get additional business opportunities because they can see stuff across all the different branches.
20:19 / 21:19
from transcript20:19 – 21:19
...I I find alignment one of those BS management terms, which is overused and put in the same kinda culture bucket, which means nothing, but meant a lot in kind of the last five years. Am I unfair? Let me give you what I mean when I said it. Everybody a
31:27 / 32:34
from transcript31:27 – 32:34
...of functional leadership versus an org with kind of GM leadership. For those that don't know, what's the difference between functional leadership or functional org versus GM org? What's the difference there first? Yeah. So functional org is roughly w
26:39 / 28:29
from transcript26:39 – 28:29
I did. And then the I guess the next thing is just to deliver outstanding value to those organisations who are customers and prospects and to make sure that everybody in the company understands that, yes, we're a product company, but everything we do
33:37 / 34:57
from transcript33:37 – 34:57
...a cross sell and it's not looking like fries with your burger. It's looking like selling, like, for example, with us analytics. We sold planning and consolidation. Consolidation sold to a different buyer. Same boss, same CFO, different buyer, differe
22:22 / 23:41
from transcript22:22 – 23:41
...alignment is between the CS and the upsell? The way you would do that is having a incentive structure that measures on whether the customer is successful. If they buy a second or third product, are they actually using the product and getting usage ou
36:43 / 37:46
from transcript36:43 – 37:46
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