Was asked to prepare a presentation on the differences between NFV and SDN the other day. It's quite fun to see how simple one can make it. Eventually, it came down to two slides - one for technical people and one for sales people, and then even that was further reduced, to a haiku.
Haiku poetry is a beautiful form from Japan, where the poem has three lines in total, with five syllables in the first line, seven in the second, then five again in the last.
I think I might have to try my hand at haikus for every presentation, as it does simplify to an absurd degrees. With a technical subject like SDN and NFV, of course you need to have the technical answers first, but finishing with a haiku definitely makes the presentation more memorable.
Here's an abstract of three of the slides in just one picture.
Strategy, tactics and Monday sales meetings.
The alignment between strategy, tactics and Monday sales meetings is not always clearly understood.
We remember the difference between strategy & tactics – strategy defined as “doing the right things” while tactics is “doing things right.”
And when they meet – when you’re delivering the right things – you know. Everyone knows. And you all know pretty much immediately.
And that’s what Monday sales meetings are for – communicating how close to perfection you’re getting with regards to execution. They review tactical execution, not strategy.
In fact, if there’s just one topic to cover with the team each week, it would be this.
Building out a compensation model for sales shouldn’t be that difficult. After all, most of us who have been in the position to manage this process have also been sales people once upon a time. As they used to say on the old Top Gear - "what could possibly go wrong?"
But the road to a compensation plan is strewn with paths that lead to unintended consequences.
Example. Forty years ago, US citizens were much more egalitarian than nowadays, and the Senate voiced concern that CEO pay scales seemed quite high at about ~30x the average worker’s remuneration.
Accordingly, the SEC pushed through a rule change that forced CEO salaries to be publicly disclosed. (You can see the train wreck already...)
My Thursday’s lesson was deceptively simple.
Connect. Build Trust. Diagnose. Advise.
Rinse and repeat for ALL stakeholders.
Only then, propose.
Off to do what should have been done before – cover all bases. More tomorrow.
Some smart alek at your competitor decided to commoditise your biggest and best market.
They’ve taken one of their so-so competitive products and rolled its functions into another product line. Then they made the old version available to download for free.
You’re in a price war where they’ve made the first move. What to do?
Methodical ramblings after twenty-five years in Sales, Marketing and SalesOps.