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A large service provider had a new initiative they were rolling out to their business markets which required the development of a structured onboarding program. This program needed to accommodate the learning needs of sales-driven and high-energy individuals who are in the director, manager, and account manager positions.
New hires came into the organization sporadically, so the program needed to support individual learning paths as well as diverse geographic locations and mobile/remote delivery. Since there were several types of sales related roles with different responsibilities, the onboarding program needed to include multiple training paths to accommodate onboarded groups of small numbers while leveraging as much cross-over material as possible.
To be more competitive, our Service Provider clients asked Lumious to assist them in developing and implementing a program to up-skill their Account Executive (AEs) and Sales Engineers (SEs) to be more “Cloud Savvy”.
To become trusted cloud advisors, the AEs and SEs needed to fully understand customer concerns about network design and implementation. They required a learner experience that would address not only how to craft cloud solutions, but also how to communicate more effectively about those solutions.
Our client needed to elevate their sales teams to the next level. They needed their sales people to be true partners and trusted advisors to their customers and not just “order takers”. The sales team needed to learn how to conduct effective research and analysis, transform relationships into partnerships, become storytellers, and learn how to question strategy to uncover the root of the problem for their customers.
Our client experienced rapid growth with individual markets creating their own informal leadership plan. They needed help identifying the skills and capabilities that would enable their managers to lead sales teams, increase sales, and collaborate effectively with the business.
With distributed markets, they also found managers did not have the relationships needed with cross-market teams to effectively work together.
Our customer was informally using job shadowing and peer coaching, but wanted to provide consistency, accountability, and proper timing to reinforce and support learners.
Quick-service, restaurant district managers had inconsistent results due to inexperience and limited shared best practices. They were always ‘fire fighting’ and never addressed the root causes of issues. To complicate matters, the franchisor could not mandate attendance to training–it needed to be impactful enough to make franchisees want to attend.
During a major internal realignment effort, our client asked Lumious to analyze the current state of their Project Manager (PM) onboarding and upskilling practices and then recommend the best approach to reach a new, wider audience.
There was no consistent, formal program in place. Efforts were siloed at various locations, with each silo operating independently. The customer wanted consistent messaging, updated processes, and courses that reflected current career path upskilling options.
Our client noted a lack of consistency and excellence for their regional General Managers across their locations. Training was not mandatory and previously didn’t link closely to success metrics. Our client needed to redefine the reputation of their learning and create impactful change.
Our Washington, DC client had no formalized new manager training. This resulted in managers not following the policies and practices needed for compliance, project management, performance management, and more.
Our client was rolling out a new flexible work plan for their global workforce of over 50,000 people. They needed to account for disparate manager styles and preferences around remote work as well as optimize communication strategies for blended remote and in-office teams. Carefully handling this strategy to encourage employee retention and satisfaction was top of mind.
Our client noticed that throughout the business, employees were not asking the questions needed to provide a more consultative experience for their stakeholders. For example, if someone asked the Finance department for a report, Finance would provide the report without understanding the requestor’s intent, thereby missing the opportunity to potentially solve the requestor’s root issue in a more effective way.
Our client had a sales force that was very transactional. They were not creating deep customer relationships and were selling products instead of strategic solutions.
The sales team needed to understand customer motivation and issues, negotiate more effectively, and facilitate data-driven decision making. Sales of key strategic products were down due to a lack of knowledge around engaging with senior leaders.
