A quick story….

Mark could still feel his elevated pulse rate as he walked out of the customer presentation. His adrenaline was finally under control and he felt good about his decision to invite his new manager, Steve, to the customer meeting.

There’s a temptation in sales to have your SE at every customer meeting. I know this because I was once in sales, and I see it happen regularly in the industry. The rep needs the SE because, well “what if the customer asks me a tough technical question”.

You have probably heard about the challenger sales methodology. This model centres on the idea of a salesperson taking charge of the customer conversation, teaching and coaching their customer through the sales process. Under this model, the sales person’s key goal is to bring insight to the table and help the customer rethink how they tackle business initiatives or even what initiatives to tackle

My Solar Charged Electric Vehicle Experience

After watching enough movies about our inconvenient truth (just watch the sequel and it is worth checking out) it has been playing on my mind that I should be thinking more about my how much carbon I am putting into the atmosphere.

Achieve time to market for General Motors, or lose 40% Of Global Revenues A blog post by Shinya […]

Organisational change is hard, particularly when the core change you are trying to drive is one of culture and skills. That’s why we developed project Piper. For those that want to run this initiative themselves, this how-to guide will get you started.

The goal of Piper is to inspire organisational change. It is not the end point, but a way to get teams on a journey that they then self-pursue. For the history of Piper, how we learned from mistakes and how it has evolved, read here. The change we want to create is to have a team that understands innovation in the digital world and equipped to thrive in it.

Back in 2012 we recognised that the customer landscape was changing. Large traditional companies were forming agile teams, implementing a DevOps culture and exploring lean methodologies. The application landscape was also shifting. In a desire to move fast and innovate, cloud native applications were being built that broke applications down into microservices and split out dependencies so they could be run independently of infrastructure.

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