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I think if you’re in sales enablement you’ll have a senior leader that’s responsible for organizational transformation or sales productivity and performance, whatever it may be, and then you’ll have a training and development organization that sits within sales. I think your transformation experts will report into the CEO, but your training function and centralized operational function will still sit within sales, because in order to get true transformation I think you’re going to need those people going into sales.

I think optimally it should report into either an operational function or a sales function, either to a executive sales leader, somebody who oversees an entire organization, versus a portion of it. That way they can make sure that your activities, your interest, represent the entire organization.

There is no ‘one-size-fits-all’ sales enablement structure. The team has to be aligned with sales, marketing, and product. That is step number one.

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