Chapter 8
Getting into the
The success of a project is often dependent on the people, processes, and
capabilities that cut across multiple disciplines. To make this success consis-
tent across other projects that are of a similar nature, similar people, pro-
cesses, and capabilities need to be adopted. However, leaping from a small
success to an organization-wide success is never easy. Businesses that have
tried organization-wide adoption often experience failure in their efforts.
The reason for this is a lack of proper and consistent integration among
dened disciplines and processes. The result is sub-optimization and con-
fusion, as well as potentially unnecessary expenditure. There is a need for
collaborative efforts with incremental and planned adoption to integrate any
new concepts, methodologies, or processes across an organization.
Many individuals who adopt innovative concepts successfully are very
happy with the value they have achieved and they try to replicate this suc-
cess across the organization as extensively as possible. Without the right
organization-wide framework for adopting a new concept across an organi-
zation, turning such small-scale victories to large-scale successes generally is
complex. Many times, they lose the essence of value along the way, which
derails even the most wisely developed policies.
Understanding the challenges and benets of realignment and transfor-
mation, all executives today want to see successful results. Based on a suc-
cessful outcome, they then adopt the strategy across the organization in an
incremental way by multiplying these successful results. The reason to real-
ize this incremental success is not because they lack the desire to achieve
72The Art of Consultative Selling
organization-wide results at once, but because they want to make changes
continually based on past learning and incrementally reach a stage where
the success is certain, such that they avoid the burnouts of failures. This is
an empirical process model and is the same approach followed within CSF.
An empirical process model is applied continually in CSF to ensure that
what is learned from the past is used to make CSF themes fully functional
and to generate the desired results.
The enterprise-wide CSF methodology is based on the fundamental con-
cept to validate the success rst, and based on the benets achieved, pro-
vide an incremental strategy to multiply the success across your customer’s
organization. An enterprise-wide CSF methodology is also referred to as an
E-CSF methodology. As the name indicates, it is an approach for adopting
CSF across any enterprise.
Before beginning to understand the E-CSF methodology, it is important
to understand some of the fundamentals of how a new concept is adopted
across an enterprise. We also need to know which entities within an
enterprise are responsible for rolling out such initiatives and making them
a success.
Any mature organization that desires long-term success tries to nd new
ways of managing its organization more efciently. Decisions on adopt-
ing a new concept are never centralized with a certain group of individu-
als for their benets. Only concepts affecting a large number of individuals
are considered for validation. If the concept is determined to provide value
and affects the overall organization, the responsibility for managing such a
change is handled by the executive ofce, often lead by the CIO, CTO, or
CFO. Through decisions in an organization, broad changes are made by the
executive ofce; it is never done in isolation from the rest of the organization
because adoption of change should benet all entities of an organization in
a very consistent manner. The executive ofce takes the overall responsibil-
ity for rolling out a proven concept after validating its success in parts.
As illustrated in Figure8.1, every organization has different business units
(in several organizations, business units are referred to as domains), which
are controlled by the executive ofce, and a proven idea to be implemented
at an organizational level is cascaded from the executive ofce downward.
Although all organizations operate locally within their domains, they are
expected to be aligned with the strategies and goals of the executive ofce.
In CSF, the core responsibility of the consultative seller is to bring inno-
vations to his or her customer, and if your customer appreciates the unique
differentiation you are bringing to them, it is very easy for a consultative

Get The Art of Consultative Selling in IT now with O’Reilly online learning.

O’Reilly members experience live online training, plus books, videos, and digital content from 200+ publishers.