Cultivating a Culture of Engineering and Sales
Originally published as part of, “The Day Before Digital Transformation” by Phil Perkins and Cheryl Smith
As we have shown, digital transformation is about so much more than technology. It requires gradually transforming every part of the organization. One critical area in which business leaders must change is the way they think about their employees, their skill sets, and how they support them. Too many organizations moving to digital make the mistake of making employee engagement an afterthought.
Selling your employee value proposition to the marketplace of talent in the Digital Age is often more difficult and competitive than selling to the marketplace of prospective customers. It requires a complete rethinking of the employee value proposition including connecting each employee’s role to the vision of the organization, incentivizing employees to win when the organization wins, creating a compelling culture, and rethinking organization benefits.
The two internal functions every digital transformation must get right in the Digital Age: engineering and sales.
The cultures of engineering and sales could not be more different. Great sales reps deal with an incredible amount of uncertainty, while engineers and technologists thrive on well-defined processes that create an environment for them to productively deliver. Most cultures lean toward either a culture of sales or a culture of engineers. It is rare to see an organization master both cultures, but effective digital leaders can define an overarching organizational culture that connects them in a meaningful way.
These two cultures can co-exist and work together effectively when they are aligned under a shared vision and purpose. Digital leaders can create an overarching organizational culture that values both engineering and sales, and establishes a framework for collaboration and communication between the two functions.
One approach to creating a culture that fosters collaboration is to establish cross-functional teams that bring together engineers, designers, marketers, and sales reps. These teams work together to develop new products or services and identify opportunities for growth. By breaking down silos and encouraging open communication, these teams can leverage the strengths of both cultures to create innovative solutions that meet the needs of customers and drive business growth.
Another key factor in creating a culture that values both engineering and sales is leadership. Digital leaders must understand the unique challenges and perspectives of both functions and work to bridge any gaps between them. This requires leaders who are skilled in both technical and interpersonal areas, and who can create an environment that fosters collaboration, innovation, and growth.
In short, while the cultures of engineering and sales may be different, they can co-exist and work together effectively when they are aligned under a shared vision and purpose, and when there is a culture of collaboration, open communication, and innovation.