Hitachi Process Intelligence Solution
Understand and replicate top producers' collaboration habits
As part of the reorganization, the sales leadership team wanted to understand how salespeople's collaboration habits affect productivity and efficiency. How do top producers collaborate with other team members, internal organizations and partners—how often and at what point in the sales cycle? What types of interactions (one-on-one meetings, etc.) help new employees become fully productive the fastest—and how long should those interactions continue? Are the right people invited to online meetings, or are some participants redundant, leading to lost productivity?
Self-reporting of behavior tends to be inaccurate; the sales organization wanted hard data. Company leaders also wanted help driving the behavioral and organizational changes needed to replicate the collaboration habits of top producers across the sales force.
Uncovering insights with Microsoft Workplace Analytics—and then putting them to work
The company engaged Hitachi to deliver its Workplace Analytics and Workplace Efficiency solution. At the outset, Hitachi met with senior sales leadership to develop hypotheses. A few examples: "Top producers engage early with internal and external partners involved in delivering the solution." "New hires become fully effective after two months." "Regular one-on-one meetings with the sales manager lead to higher performance."
To test the hypotheses, Hitachi used Microsoft Workplace Analytics to look for patterns in data from Microsoft Office 365, the client's CRM system, the sales commission database, social media programs and other sources. The consulting team created a custom executive dashboard that shows:
In the second phase of the engagement, currently in progress, Hitachi is working with senior sales leadership to plan, implement and monitor programs to change collaboration behavior in the ways revealed to be associated with sales performance and organizational efficiency.
Insights about how collaboration habits affect sales performance
Now sales managers and executives can quickly see each salesperson's collaboration history and whether it supports company and organizational goals. Sales managers find it especially useful to see whether their team members are spending an appropriate portion of their time on high-value opportunities, and whether they are bringing internal and external organizations into the sales process at the ideal time. A surprise finding was that a very large portion of all partner communications involved one partner.
Continual improvements to meeting effectiveness
The sales organization now has a way to measure meeting effectiveness. The dashboard shows:
Insights about the impact of one-on-one meetings on sales performance
Workforce Analytics disproved the assumption that regular one-on-one meetings led to higher performance. In fact, a high number of one-on-one meetings typically indicated low performance or short tenure.
Higher quality deals
The analysis proved the hypothesis that deals closed by salespeople who engaged the solution delivery team early in the process were far more likely to be completed on time and on budget and meet customer expectations. In response to this insight, the company now directs salespeople to include a member of the delivery team in an early meeting with the customer.
Hitachi’s Workplace Analytics and Workforce Efficiency solution has helped the client pinpoint the collaboration behaviors that drive success. Hitachi’s specialists in organizational and behavioral change management are continuing to put the insights to work to meet the client’s performance and efficiency targets.
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