Revealed: Digital Transformation for Product-Led Growth Teams, Part 2

I’ve reimagined what a team is and ask you to create a vision for your business with a reimagined team framing. COVID-19, combined with a changing social and financial environment, requires you to re-imagine, evolve, and adapt. I have done this for existing customers, so you will get there with my experience and access to technical platforms. 

What is a team? 

In a re-imagined team, your technology, documents, and steps-to-use the
technology is stored in one place – let’s call this a Catalog, like a customer experience App Store. You’ll need the Catalog to be accessible from anywhere in the world, and any customer experience could be associated with your technology – one technology, many customer experiences. Customer experiences may change during your team and technology transformation. My experience supports teams at any point in the technology and team transformation process. 

The customer experience is made up of your content that enables a story. The story guides a prospect and ensures they shorten time-to-value. Reducing time-to-value is the first step customers take when telling you they are ready to buy. Data-driven behavior-recording ensures we know when an experience starts, percentage complete, etc. and further indicates buyer readiness.  

Buying readiness in a traditional GTM is distributed and cloudy across functions and systems of record. The disparate functions are creating similar but disconnected content, much like they are creating similar but disruptive customer experiences and using similar but different systems of record. The disparate functions increase, by hours and weeks, time-to-value for your customers. 

Figure: disparate functions increase, by weeks, time-to-value 

Conversely, staff within functions declare they are disciplined, and systems integrate. In many cases, not just the final sales numbers fall short, but the sales deals gyrate. The deals that were supposed to close don’t, and the deals that do close are things you’ve never seen before. The gyrations suggest strong discipline and rigorous reporting still miss the forecast and understanding how prospects realize value. 

Now, we’re back to “asking the customer to report on when she is going to buy.” This is not as far-fetched as it seems. Reporting and good analysis will discover patterns of prospect behavior that tell you which deal will close. Specifically, how much time and energy a prospect is investing in understanding your solution, and how it applies to her particular issues. 

 Prospect time is abused in traditional GTM, because they meet with at least three disparate functions to realize value. We know a test drive will ensure prospects realize value quickly. Complementary, the same platform used to create test drives must ensure collaboration between teams. 

Figure: wide team focused on unified experiences, technology environments, and content

A re-imagined team must streamline staff working on technology and creating content to quickly create test drives. Complementary, the same staff must support your brand, product-led GTM, seller and success agent onboarding, and customer expansion or renewals. 

I’ve done this and will get you there with my experience as a Chief of Staff.  

Allow me to ensure your teams focus on what they do best, market, sell, build channels for the same, and train customers without the worry of transformation. I will partner and align available platforms with your team made up of marketing, sales and customer success functions to ensure customers realize maximum value. In my experience, when we’re done, customers will tell you they are ready to buy.

Start your journey NOW, imagine a journey where customers tell you they are ready to buy; first, you must be what you want to achieve, then do the things required to obtain your desired results. 

Follow me on LinkedIn or Follow to the left, for the latest in team leadership and transforming traditional go-to-market growth using product-led growth for your specialized business. I recommend you imagine a journey where customers tell you they are ready to buy.