Looking at Blue Sheets created by the sales team, they usually have less than 6 buying influences - despite the fact that we sell complex B2B solutions with cross-functional impact, usually funded by capex procedures. In addition, we could not remove any of the decision makers – they all had their stake in the project and would have some influence on the final decision of the CEO. They did their best to identify modes and ratings, but the complexity of the situation was nearly overwhelming. Much to my surprise it was the Blue Sheet from Hell: The engineering team identified more than 30 stakeholders from various departments which would all be affected by the change proposal. I felt comfortable with the request – what could possibly go wrong? Since they would ‘sell’ internally, the decision makers would be easy to identify, we would know their personal wins and their expectations of the results to deliver. They sent me a very comprehensive Blue Sheet for review. A few weeks ago our engineering team asked me for a review and approached me with a beautiful challenge: they wanted to ‘sell’ their concept of a new order process to our CEO. I love Blue Sheet coaching and have done numerous review sessions in the past years.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |