Most sales models are an accumulation of years of reactive decisions taken by managers pursuing different objectives. Senior management needs to understand how radically this process needs to change.
Most sales models are an accumulation of years of reactive decisions taken by managers pursuing different objectives. Senior management needs to understand how radically this process needs to change.
New sales models and methods require a change in management practice. The new sales force cannot be managed in the old way. Managers must consider the new organisation of sales teams combining different sales methods, the increasing role of technology and changes in customer behaviour. The new sales forces and processes also require change in what managers do. Their role becomes even more critical as the new, more complex sales model is based on active management. A manager cannot simply set targets and demand their implementation. He or she must be the active architect and conductor of a system that combines people and technology.
Frank Cespedes teaches at Harvard Business School. For 12 years, he was Managing Partner at The Center for Executive Development, a firm that won awards in the United States and in Europe for its work with companies.
He has consulted to companies in many industries, is affiliated with PE and VC investors, has been a Board member of corporations and start-up firms, and the Education for Employment Foundation. At Harvard, he teaches Entrepreneurial Sales & Marketing, heads the executive program on Linking Strategy and Sales, and also teaches in the Owner-President Management program (OPM) for CEOs.
Lecturer and business practitioner, one of the most experienced strategic consultants in Europe. He is the founder and president of ICAN Institute and also the creator of the "ICAN Management Review" magazine and the co-founder of "MIT Sloan Management Review Polska".
As a propagator of spreading knowledge and continuous development, he initiated many groundbreaking meetings with world authorities in the areas of leadership (including Marshall Goldsmith, Dave Ulrich, Heike Bruch, Daniel L. Shapiro), sales (including Neil Rackham, Andy Zoltners, Jeffrey Gitomer) and innovation (including Andrew McAfee, Hal Gregersen, Alex Osterwalder). He cooperates with the best research and training centers in the world . He is an advocate of the concept of evidence-based management, which is management based only on proven management practices supported by research.
Experienced technology executive, over the last 25 years Bartek Czerwinski has been instrumental in the creation of many disruptive technology products for startups and the world’s largest organizations, including social media platforms, robotic vision and automation systems, artificial intelligence solutions, enterprise video platforms, and more. In the last years, Bartek has been applying his leadership and technical skills to the automotive industry, developing software solutions and advising vehicle manufacturers and dealers on innovation, technology, and change management.
In Blue Media since 2019, where he is responsible for relations with banks. He actively participates in the development of services. Previously, he worked for 10 years at Krajowa Izba Rozliczeniowa S.A. as the Director of the Mobile Products and Digital Identity Department, and the Director of the Strategy and Projects Department. He participated in numerous working groups of the Polish Bank Association, including Polish API. In the years 2000-2009 he was a consultant and manager in the strategic consulting department of Deloitte. Previously (1999-2000) he worked at Bank Pekao S.A. and in 1996-2000 at the Warsaw School of Economics at the Department of Economic Informatics. Involved in works aimed at the development of cashless transactions and digital identity.
