Scrum for Sales: A B2B Guide to Agility in Organization, Performance, and Management

Description

Many companies want to make their sales agile. Some of them have tried to set up agile sales organizations, but such top-down approaches and big-bang rollouts seldom seem to work. This book shows how the elements of the leading agile framework “Scrum” should be applied to install agility in the salesforce, improve sales performance, and resolve typical performance issues in sales organizations. It contains concrete guidelines, real-world examples, and useful tools to create the necessary change step by step and built to last. Preface About the Book Contents About the Author List of Figures List of Tables 1: ``Agility´´ Is More Than a Buzzword: Why B2B Sales Organizations Must Become Even More Adaptive 1.1 It Is ``VUCA´´ Time (Again): Both Buyers and Sellers Need to Become More Flexible 1.2 Changes in Technology and New Business Models Mean Both Purchasing Teams and Sales Organizations Must Become More Diverse 1.3 Channels Are Shifting; So Is Customer Value 1.4 Customers Have a Different Understanding of ``Value´´ Than Vendors Think They Do; And Salespeople Need to Continuously Ref... 1.5 Participation and Collaboration Are the New Paradigms: Sales Organizations Must Cater for This Fact References 2: From Agony to Agility: The Emergence of Scrum as a Leading Agile Framework 2.1 The Challenges for the Founders of Scrum Were Like Those Faced by Today´s Sales Organizations 2.2 The Emergence of Scrum 2.3 Increments and Iterations Allow Flexibility and Reduce Risk 2.4 Diversity for Better Results and More Ideas 2.5 Focus on Value 2.6 Reflection Is Key to Improvement 2.7 Reliable Performance Through Participation, Collaboration, and Autonomy 2.8 The Scrum Board: A Binary System to Provide Clarity References 3: Customer Acquisition: Team Dynamics and the Soft Beat of the Drum 3.1 Product 3.2 Scrum Roles 3.2.1 Customer 3.2.2 Product Owner 3.2.3 Scrum Master 3.2.4 Development Team 3.3 Scrum Artifacts 3.3.1 Product Backlog 3.3.1.1 Design Sprints: User Stories User Story 1 User Story 2 User Story 3 User Story 4 User Story 5 User Story 6 User Story 7 3.3.1.2 Base Sprints: Tasks 3.3.2 Definition of Done (DoD) 3.4 Implementation 3.4.1 Scrum Events 3.4.2 Initial Product Backlog Preparation 3.4.3 Design Sprints User Story 5 User Story 1a User Story 1b User Story 1c 3.4.4 Base Sprints 3.4.4.1 Base Sprint 01 3.4.4.2 Base Sprint 02 3.4.4.3 Base Sprint 03 3.4.4.4 Base Sprint 04 References 4: Opportunity Management: Managing Complexity and Ambiguity 4.1 Product 4.2 Scrum Roles 4.2.1 Customer 4.2.2 Product Owner 4.2.3 Scrum Master 4.2.4 Development Team 4.3 Scrum Artifacts 4.3.1 Product Backlog 4.3.1.1 Customer Backlog User Story 1 User Story 2 User Story 3 User Story 4 User Story 5 User Story 6 User Story 7 User Story 8 4.3.1.2 Vendor Backlog 4.3.2 Definition of Done (DoD) 4.4 Implementation 4.4.1 Scrum Events 4.4.2 Initial Product Backlog Preparation User Story 9 User Story 10 User Story 11 User Story 12 User Story 13 User Story 14 4.4.3 Sprint 0: Base Sprint User Story 7 4.4.4 Sprint 1 to n 4.4.5 Resolving the Short-Term Dilemma with Scrumban References 5: Pipeline Management: Overcoming Our Reptile Brain 5.1 Cognitive Biases Can Affect Pipeline Management 5.1.1 Illusory Superiority, Overconfidence, Planning Fallacy and Illusion of Control 5.1.2 Endowment Effect, Loss Aversion, and Status Quo Bias 5.1.3 Hypothesis Confirmation Bias and Subjective Validation 5.1.4 Anchoring, Presentism, Empathy Gaps and the Fallacies of Extrapolation 5.1.5 Recency and Primacy 5.1.6 Abstraction Problems, the Availability Heuristic and the Detail Trap 5.2 Product 5.3 Scrum Roles 5.3.1 Customer 5.3.2 Product Owner 5.3.3 Scrum Master 5.3.4 Development Team 5.4 Scrum Artifacts 5.4.1 Product Backlog User Story 1 User Story 2 User Story 3 User Story 4 User Story 5 User Story 6 User Story 7 5.4.2 Definition of Done (DoD) 5.5 Implementation 5.5.1 Scrum Events 5.5.2 Implementation of Part 1 User Story 3c 5.5.3 Implementation of Part 2 User Story 8 5.5.4 Implementation of Part 3 References 6: Managing the Agile Salesforce in Scrum 6.1 Sales Managers Need Salespeople to Think, Decide, and Act Independently 6.2 Scrum Fosters Participation, Autonomy, and Decentralized Decision-Making: Sales Managers Must Allow It 6.3 Scrum Has Checks and Balances for Self-Organizing, Autonomous Teams 6.3.1 Scrum Principles: Inspection, Adaption, and Transparency 6.3.2 The Institutional Frame 6.3.3 Scrum Values 6.3.4 Purpose 6.3.5 Flexibility of Tools and Methods 6.4 Even Self-Organized Teams Need Leadership 6.4.1 Leadership Means Enabling 6.4.2 Enabling Means Coaching 6.4.3 Enabling Means Fostering Proactivity 6.5 Leading Means Using the Right Targets and Metrics 6.5.1 Scrum Metrics Are Process Metrics, and as Such they Are Leading Indicators 6.5.2 Target-Setting: Iterations and Planning Make the Difference 6.5.3 Scrum and OKRs 6.6 Leading Means Being the Servant Rather than the Boss 6.7 Servant to the Customer: Contracts and Pricing 6.8 Sales Planning: Pipeline Management´s Twin Sibling 6.9 Charting Progress and Results 6.10 Making It Work 6.10.1 Sales-Specific Requirements 6.10.1.1 Availability 6.10.1.2 Remote Work 6.10.1.3 The Product 6.10.1.4 The People 6.10.2 Managing the Transition to Scrum 6.10.2.1 Changing Institutions 6.10.2.2 Changing Behavior Force Field Analysis Purpose How It Works Further Reading Loss Analysis Purpose How It Works Further Reading 3D View Purpose How It Works Further Reading Organizational Readiness Checklist Purpose How It Works Further Reading Reframing Purpose How It Works Further Reading Systemic Questions Purpose How It Works Further Reading Trust Equation Purpose How It Works Further Reading Focused-Tasking Purpose How It Works Further Reading References 7: Epilogue: Agile Is Dead-Long Live Agile References Index