Are your functional strategies in strategic alignment? Your strategy must be practical, yet also aligned across the business in order to hit your revenue growth goals. Yet, a staggering 91% of companies are still lacking this necessary alignment. Watch as we discuss the importance of strategic alignment and answer some commonly asked questions.


We’ll begin the show by discussing the topic of execution. How can you ensure your strategy is being executed and isn’t just considered “fluff?” Additionally, we’ll explain the difference between tactics and strategy, and what a good strategy looks like.


Next, we’ll explain why ensuring your strategies are in strategic alignment is worth the effort. We’ll dissect why some organizations still suffer from siloed strategies and the impact this has on your business. We’ll explain why, and how, to instead get your strategies in alignment across the board. Only then can any single function be successful.


Finally, we’ll wrap up the show by discussing how to create a good strategy that is in alignment with all other functions. We’ll give you several tips you can implement immediately to ensure you have the best chance to hit your revenue growth goals.


You can no longer afford to launch individual initiatives hoping they will align themselves. Instead, watch here as we explain how to succeed using strategic alignment. It’s the only way to maintain consistent revenue growth. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.


Kevin Avery

Challenges clients to design and implement innovative practices.

Prior to SBI, Kevin held leadership positions in sales, marketing, business and channel development in the high tech industry, concentrating in the Contact Center and Collaboration software.

Kevin was an A-Player salesperson who transitioned successfully into leadership. At Cisco Systems, his Enterprise Area sales team drove double-digit growth, with annual bookings exceeding $120MM. As Strategy leader for Cisco’s Contact Center and Collaboration specialist sales groups, he devised, designed and coached a competitive displacement sales program that netted over $125MM bookings with a 90% win rate and zero no-decisions. Kevin’s experience prior to Cisco at Spanlink – a packaged and custom software company and reseller-integrator – began at near-startup stage. Leading the sales team out of the company’s IPO, he grew revenues by 50%, then closed an OEM agreement with a $70M+ lifetime value. When the 2001 tech bubble burst, resulting in dissolving a $130M acquisition, he was instrumental in refitting and relaunching the company.


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