Our expert guest today Kelley Steven-Waiss, the Executive Vice President and Chief Human Resource Officer for HERE Technologies. Today’s topic is focused on how to match the capabilities of the executive team to the objectives of the corporate strategy. Kelley and I answer questions out of SBI’s How to Make Your Number in 2018 to review emerging best practices. Turn to the Corporate Strategy section and flip to the executive talent phase starting on page 96.
What’s fascinating about today’s show is that we will dive deep into a use-case from within the autonomous driving industry. This is an industry evolving so quickly that time is elapsing in dog years, and there is no room for error when sourcing executive talent.
Joining us for this demonstration is Kelley Steven-Waiss, the Executive Vice President and Chief Human Resource Officer for HERE Technologies. HERE is the company leading the charge on autonomous driving technology. An open Location platform company, HERE was formerly owned by Nokia and broke away as a separate company owned by a consortium of automotive OEMs. Owners now include BMW, Daimler, and Audi, plus new investors, Intel, Navinfo, and Tencent. Kelley is uniquely qualified to speak on this topic as a proven HR leader who knows how to build an executive team to Make the Number.
Why this topic? The revenue growth objective, which is what we’re about, is heavily dependent on having superstar executive talent. Field an average team, and you’re going to miss the revenue growth goal. At times, this revenue growth strategy calls for a new set of competencies that the existing team might not possess. Sometimes, the competitors have a talent advantage that results in them winning more than they should, so mismatch talent and corporate strategy and suffer from significant execution problems.
Kelley demonstrates how to match the capabilities of the executive team to the objectives of the corporate strategy. Watch as Kelley describes how to match the capabilities of executive talent to the objectives and the requirements of a corporate strategy. We begin the show discussing what sales and marketing leaders need to be best-in-class and to thrive in HERE’s innovative industry. Kelley states that the number one attribute is adaptability. The markets are moving quickly, so the ability to adapt to different customers and market segments is required. Having high levels of business acumen comes next. Being self-aware enough to adjust your style based on your customer, or even the sales talent underneath you. Finally, consultative selling skills, because today it’s about understanding the customer’s ecosystem and competitive landscape, and if you cannot connect the dots at a high level, you’re not going to be as successful.
Expertise in technology is obviously important. Particularly for a sales or marketing executive, it’s crucial to be articulate, well-versed in the business, and have the ability to inspire and motivate teams underneath the buyer. Because at that level, you’re not the one selling necessarily, you’re really selling to your own people underneath you. Sales and marketing leaders can inspire teams and as markets shift and evolve there’s more opportunity for executives to demonstrate their own adaptability, to ensure their teams are really following them.
Kelley and I also discuss the role of talent when thinking about your routes to market, and if they are changing. If routes to market are changing, then take a fresh look at your leadership team and ask yourself the question, “Have I matched the capability of my leadership team to the requirements of my corporate strategy?”
Have expectations gone up and left you wondering if you can make your number? Here is an interactive tool that will help you understand if you have a chance at success. Take the test to rate yourself against SBI’s sales and marketing strategy to find out if:
- Your revenue goal is realistic
- You will earn your bonus
- You will keep your job