Operationalizing a new go-to-market strategy for a large healthcare supplier
As a leading healthcare equipment and services company responded to a changing marketplace with an account-based commercial model, it realized a need to change a lot more than how sales teams were structured and deployed to regain growth. Because functions and teams had historically been structured around selling products into departments vs. solving bigger problems for providers, it was not set up for success in the new realities of the industry. Systematic changes were required in how work would get done and how groups would work together to become more customer-centric and deliver on the brand promise. Because the historic “way of working” was so ingrained in the organization, it needed a practical and operationally detailed way to understand a better approach going forward.
An engagement team was assembled and led by a current FullSurge partner in a previous role. Before a future-state could be imagined, it was critical to first fully understand and document how work got done in the current model. Interviews were conducted with those closest to work flows, and then mapped out in a detailed fashion. These maps were used to gain further insights into how things got done, what worked well in the current approach, and more importantly, how to improve things going forward through group discussions across marketing functions and adjacent groups. To help shape and clarify an ideal future state, key operational anchors were identified, including: three structural elements (people/functions, process/work flows, and tools); four categories; and eight sub-categories, or phases of work (1. customer engagement including insight and demand generation, 2. offer development including product and solutions, 3. selling process including account and opportunity management, and 4. performance management including customer impact and company performance). A design language for all these elements was developed to visually map out the detailed operational plan and show the inner-workings of a future state. Developed for each phase of work were clear definitions, purpose statements/tenets, and process maps that showed both 30,000-foot and detailed “on-the-ground” views for how work should get done by whom, using which tools, at what times throughout a complex process. A toolkit that clarified key inputs and outputs required to maintain progress was also developed.
The company used the operational plans to adjust how they got work done in ways that reinforced the new brand positioning, supported a new commercial orientation, and produced and sold solutions that were both smarter and further reaching.