Teresa Allan

I genuinely think the origin of misalignment comes from the fact that we all are identifying as different roles and different functions. We made a joke earlier about all being in the same room. We've genuinely had meetings in the last three weeks where we've had sales and marketing and customer success teams all sitting in the same room saying, this is the first time we've all sat together.

I genuinely think the origin of misalignment comes from the fact that we all are identifying as different roles and different functions. We made a joke earlier about all being in the same room. We've genuinely had meetings in the last three weeks where we've had sales and marketing and customer success teams all sitting in the same room saying, this is the first time we've all sat together.

How can you get aligned if you don't even know who they are or you're not even talking? So I think there is that, I'm in marketing, I'm in sales, I'm in customer success. Well, actually, we're all trying to do the same thing. So I think that labeling has always been an issue.

How can you get aligned if you don't even know who they are or you're not even talking? So I think there is that, I'm in marketing, I'm in sales, I'm in customer success. Well, actually, we're all trying to do the same thing. So I think that labeling has always been an issue.

And I think the other piece that we all know is that if you're in different functions, you often have different targets and different KPIs. So you're not actually all working together to get towards ultimately kind of Sale and customer satisfaction and customer lifetime value. So without that alignment, there's never going to be people working together well.

And I think the other piece that we all know is that if you're in different functions, you often have different targets and different KPIs. So you're not actually all working together to get towards ultimately kind of Sale and customer satisfaction and customer lifetime value. So without that alignment, there's never going to be people working together well.

There's more of a respect for each other, right? Yes. And you're working together to be like, okay, understand the difficulties. Let's solve them together.

There's more of a respect for each other, right? Yes. And you're working together to be like, okay, understand the difficulties. Let's solve them together.

Absolutely. And that's why we're seeing, you know, obviously the... a new trend of a CGO, which is really the apex of marketing and sales together. But it's still up there at the top. And does it filter down? It's in behaviors in the culture. And one of the things when we go in, we're very conscious that we can't just tell people to change. Change doesn't happen in that way.

Absolutely. And that's why we're seeing, you know, obviously the... a new trend of a CGO, which is really the apex of marketing and sales together. But it's still up there at the top. And does it filter down? It's in behaviors in the culture. And one of the things when we go in, we're very conscious that we can't just tell people to change. Change doesn't happen in that way.

And they've got to be on the bus. But we've got to be really aware of What's going on behind the scenes? What are the challenges that people are facing day to day? What are the motivations to change?

And they've got to be on the bus. But we've got to be really aware of What's going on behind the scenes? What are the challenges that people are facing day to day? What are the motivations to change?

There was a talk yesterday where it said actually people don't want to innovate because they're quite happy with the status quo because the risk of doing something that you can't quite tangibly see yet is greater than not doing it at all. Same goes for change, right? So really trying to understand what's the kind of risk versus reward motivation to doing things differently. Yeah.

There was a talk yesterday where it said actually people don't want to innovate because they're quite happy with the status quo because the risk of doing something that you can't quite tangibly see yet is greater than not doing it at all. Same goes for change, right? So really trying to understand what's the kind of risk versus reward motivation to doing things differently. Yeah.

Um, and then the capacity and capability to change is a really critical factor that we look at when we go into, you know, see how well are we performing as a marketing function or as a commercial function and then build out a plan that's really relevant to that organization. Because there's no point, you know, there's no. here's the right structure for everybody. Off you go, let's do it tomorrow.

Um, and then the capacity and capability to change is a really critical factor that we look at when we go into, you know, see how well are we performing as a marketing function or as a commercial function and then build out a plan that's really relevant to that organization. Because there's no point, you know, there's no. here's the right structure for everybody. Off you go, let's do it tomorrow.

That's not going to work. So often when we come in, we don't obviously just talk to the marketing team. As you well know, we spend a lot of time talking to the sales teams, to the product teams, to the management, to the CFO, you know, to get their understanding of, well, what do you think the role of marketing should be? Or what do you think it is right now? We kind of start there and map it out.

That's not going to work. So often when we come in, we don't obviously just talk to the marketing team. As you well know, we spend a lot of time talking to the sales teams, to the product teams, to the management, to the CFO, you know, to get their understanding of, well, what do you think the role of marketing should be? Or what do you think it is right now? We kind of start there and map it out.

And then we say, well, look, if we shifted it to here, this is the impact it could have on the organization. But here are the dependencies that sit under that. Do we feel ready to do it? And then start to kind of build out that change roadmap. But absolutely, it starts with empowerment of kind of top down, of getting people together.

And then we say, well, look, if we shifted it to here, this is the impact it could have on the organization. But here are the dependencies that sit under that. Do we feel ready to do it? And then start to kind of build out that change roadmap. But absolutely, it starts with empowerment of kind of top down, of getting people together.