Coordinate Functional Strategies and Drive to Your 2016 Number


So you work to mold the performance environment to advantage. And you think about who belongs in your organization. You’re careful. You’re thorough. You profile your “A” players to decide what kind of people you’re looking for. You source them out, bring them in, onboard them and develop them. 


We suggest following a seven-step methodology to achieve your hiring goals. This is talent strategy.  It will be essential in hitting your number in 2016.


The seven-step process is one tool you have at hand. Another is market research. Use it to spotlight the type of talent you need to be competitive in your marketplace.Your talent strategy touches every other department in the organization.


Strategic Strength Gain.

Now you’ve built strong sales, marketing and production teams. And you’ve got them ramped up and ready to produce.


The process has paid off and your talent strategy is in place. Plenty of power here. Now it’s time to turn the ignition key on this engine and let it run. Right? 


Not quite. You still have important work to do. You can have great talent ready and willing to produce and still fall short of potential.


The missing ingredient is integration. You have to align talent strategy with every other functional strategy.


Meshing All the Functional Strategies.

Strategic alignment will be essential in hitting your number in 2016.


Here’s why: Strategic alignment and talent strategy run on a two-way street. They’re tightly intertwined.


Your talent strategy touches every other department in the organization. It has to – it staffs every other functional area. But those areas also influence talent strategy. It’s a synergistic relationship. The whole is greater than the sum of its parts.


Let’s look at how everything fits together. We start with talent strategy, the benchmarked program for forming your group of top producers.


Now we’ll blend in corporate strategy. This determines how you’ll compete. It spotlights the kind of talent that creates differentiators. It defines the winners who will reach corporate objectives. 


Turn to product strategy. This defines professionals who can recognize marketplace problems make your company the solution. They’re product developers. In that way, they’re revenue generators.


Marketing strategy is designed to get the word out about your company. Maybe that calls for a team of creative people who shape messaging. Maybe it calls for a group of go-getters who nurture leads for the sales team. Let strategy be your guide.


And sales strategy is where revenue generation really comes alive. It governs what kind of reps you need, how many, and how they sell. 


Take Us Up on a Workshop.

The seven-step methodology is a great place to begin when creating talent strategy.


But where’s the starting point on alignment? It’s everywhere. That’s why building a talent strategy isn’t only about building a talent strategy. It’s about building an organization. The first talent you’ll see is your own.


For help making your strategic alignment a reality, SBI offers a face-to-face workshop. Register here – we’ll bring it to you. It’s about 90 minutes, and we’ll present it in your office.


Where’s the ending point? That’s a little easier to define: It’s accomplishment of your 2016 goal. The ending point is making your number.


Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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