Learning Launch-Virtual Sales Training       Challenge

I am a member of my organization’s Sales training (now due to corona) we are Conducting online  training for sales team and my/our challenge is to improve the workflow (Skills and activities to skill  building for sale team) within the organisation in order to increase sales in the online channel and to  spend more time in front of customer on the right campaigns. The skills and activities includes the  online training with skill building in sales department composed of 450 employees, as well as the  larger sales department, with whom we work closely. The training is limited to internal resources  (i.e., budget and employee time). The sale training for skill building should not exceed 30 business  days and the solution should include an even distribution of working hours amongst the sales team  members. We will focus on trying to uncover what our team members, as well as key stakeholders  within the larger sales training, consider to be ineffective or problematic with regard to the  workflow.

Selection

Our team has already gone through several design thinking activities/tools, so we are ready to try  the learning launch tool. Broadly speaking, the learning launch is an experiment meant to quickly  test an idea and prototype.

Application

For our first learning launch, we focused on the structure/execution of our online sales training for  our field colleagues. In particular, we wanted to see if we could structure our tasks, objectives of the  learning sessions, and processes to adapt the methods of in a simplify manner for our work (e.g.,  time boxed, daily, specific meetings, reviews, etc.) in an effort to become more agile. This tested our  assumption that the structure and execution were the main causes of our workflow challenge. Our  team went through a two-day training with one of the leading training management coach, and  applying those learning in online training for sales team. Next, we went through five workshops to  structure our tasks and processes in a more agile way. These two sessions occurred within in a three- week timeframe. We expected to produce a document with a clear objective and description of our  new, more agile processes/workflow in online training session for sales Team.

For our second learning launch, we focused on gaining clarity about our tasks and priorities. This  tested our assumption that our prioritization of tasks was the main cause of our workflow challenge.  Our team completed an anonymous survey. Additionally, five key stakeholders from the other  speciality divisions and few from marketing department and IT department also completed an  anonymous survey. The surveys included questions about our new, proposed process,  understanding the process and the prioritization of tasks, and feelings about the change, and were  conducted within a one-week timeframe.

Insight:

By applying the learning launch tool, to our sales team identified our assumptions and designed  launches to test these online training sessions. Additionally, we thought through anticipated results,  expecting to find that a more agile approach would improve our workflow, and that both our sales  team and the key stakeholders of various speciality divisions would be fairly open to the new  prioritization of tasks and process in online sales training. Our actual results were slightly different

from what we anticipated: while our team was open to the prioritization of tasks and process, the  key stakeholders from others speciality divisions and from others marketing teams expressed some  concerns. Moving forward, our team will review this insight and incorporate it into future launch  designs. The ongoing Incorporation of insight is particularly important at this stage, as launches  come before a full rollout in the design thinking timeline.

Approach

Given that our team has already gone through several design thinking activities/tools and are at this  stage in the timeline, the learning launch is the appropriate tool. As previously mentioned, our team  needs to review the insight gained from our first two launches and incorporate this insight into  future launch designs. Future launch designs should reflect insight gained, progress made, and come  closer to a compelling solution ready for full rollout.


Learning Launch - Virtual Sales Training Challenge I am a member of my organization ’s Sales training ( now due to corona ) we are Conducting online training for sales team and my / our challenge is to improve the workflow ( Skills and activities to skill building for sale team ) within the organisation in order to increase sales in the online channel and to spend more time in front of customer on the right campaigns . The skills and activities includes the online training with skill building in sales department composed of 450 employees , as well as the larger sales department , with whom we work closely . The training is limited to internal resources ( i.e. , budget and employee time ) . The sale training for skill building should not exceed 30 business days and the solution should include an even distribution of working hours amongst the sales team members . We will focus on trying to uncover what our team members , as well as key stakeholders within the larger sales training , consider to be ineffective or problematic with regard to the workflow . Selection Our team has already gone through several design thinking activities / tools , so we are ready to try the learning launch tool . Broadly speaking , the learning launch is an experiment meant to quickly test an idea and prototype . Application For our first learning launch , we focused on the structure / execution of our online sales training for our field colleagues . In particular , we wanted to see if we could structure our tasks , objectives of the learning sessions , and processes to adapt the methods of in a simplify manner for our work ( e.g. , time boxed , daily , specific meetings , reviews , etc . ) in an effort to become more agile . This tested our assumption that the structure and execution were the main causes of our workflow challenge . Our team went through a two - day training with one of the leading training management coach , and applying those learning in online training for sales team . Next , we went through five workshops to structure our tasks and processes in a more agile way . These two sessions occurred within in a three- week timeframe . We expected to produce a document with a clear objective and description of our new , more agile processes / workflow in online training session for sales Team . For our second learning launch , we focused on gaining clarity about our tasks and priorities . This tested our assumption that our prioritization of tasks was the main cause of our workflow challenge . Our team completed an anonymous survey . Additionally , five key stakeholders from the other speciality divisions and few from marketing department and IT department also completed an anonymous survey . The surveys included questions about our new , proposed process , understanding the process and the prioritization of tasks , and feelings about the change , and were conducted within a one - week timeframe . Insight : By applying the learning launch tool , to our sales team identified our assumptions and designed launches to test these online training sessions . Additionally , we thought through anticipated results , expecting to find that a more agile approach would improve our workflow , and that both our sales team and the key stakeholders of various speciality divisions would be fairly open to the new prioritization of tasks and process in online sales training . Our actual results were slightly different from what we anticipated : while our team was open to the prioritization of tasks and process , the key stakeholders from others speciality divisions and from others marketing teams expressed some concerns . Moving forward , our team will review this insight and incorporate it into future launch designs . The ongoing Incorporation of insight is particularly important at this stage , as launches come before a full rollout in the design thinking timeline . Approach Given that our team has already gone through several design thinking activities / tools and are at this stage in the timeline , the learning launch is the appropriate tool . As previously mentioned , our team needs to review the insight gained from our first two launches and incorporate this insight into future launch designs . Future launch designs should reflect insight gained , progress made , and come closer to a compelling solution ready for full rollout .