Opportunity | A privately held technology company set challenging growth goals in the face of growing mid-market competition, relying on their ability to attract, retain and engage high-quality talent. In addition, there was channel conflict between how they segmented the markets and aligned opportunities to external implementors. Executives feared that total compensation and the growth plan design had lost alignment with the market. Perhaps most importantly, there was growing concern that the org structure and plan design did not appropriately drive the right behaviors, limiting the company’s ability to drive top-line growth.
Approach | To address the core issues, we:
Results | The company raised the attractiveness of critical roles and better aligned its go-to-market strategy to its channel partners and alliances. It deployed compensation plans that properly aligned individual incentives with the company growth strategy, driving top-line revenue in an increasingly competitive market.