Mon, 22 May 2017
Today’s topic is focused on how to match the capabilities of the executive team to the objectives in the requirements in the corporate strategy. Our guest is Kelley Steven-Waiss, the Chief Human Resource Officer for HERE, the company leading the charge on autonomous driving technology. Kelley is leader who knows how to build an executive team to Make the Number.
During our discussion, Kelley and I leverage the annual workbook for our conversation. Turn to the Corporate Strategy section and find the Talent phase on pages 100 – 106 of the PDF workbook.
Joining us is Kelley Steven-Waiss, Executive Vice President and Chief Human Resources Officer at HERE Technologies. HERE was formally owned by Nokia and at the end of 2015 broke away as a separate company owned by consortium of automotive OEMs, BMW, Daimler and Audi, plus new investors, Intel, Navinfo and Tencent. Here is an open Location platform company, leading the charge on autonomous driving technology. Kelley will demonstrate how to match the capabilities of the executive team to the objectives in the requirements in the corporate strategy.
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.
Listen as Kelley describes how to match the capabilities of executive talent to the objectives and requirements of a corporate strategy. We begin the show discussing what sales and marketing leaders need to be best-in-class thrive in HERE’s innovative industry. Kelley describes that the number one attribute is adaptability. The markets are moving so 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 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 the technology is obviously important. Particularly for a sales 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 leader can inspire teams, and as markets shift and evolve, the more and more that an executive can demonstrate his own adaptability to ensure their teams are really following them.
Kelley and I also discuss 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?"