SALES ENABLEMENT
A Strategic Imperative Sales enablement is no longer an activity.
It’s a profession. SCOTT SANTUCCI AND ELAY COHEN
Amazing innovations are being developed and introduced every day in so many areas of our lives. Of course, business drives these developments – as we seek to do more with less, simplify processes, and break down barriers prohibiting growth.
As our new economy drives fresh thinking and innovation, traditional or- ganizational models are transforming. Take sales enablement, for instance. Commonly known as an activity or activities supporting sales, the role of sales enablement is widely varied, with many different meanings and in many different places. This quiet revolution draws its
strength from the power of shared purpose and through active connec- tion and engagement. Sales enable- ment is actively transforming from a series of random acts that are cen- trally controlled, to a strategic, profes- sional role that sits in the C suite. At the heart of this revolution is the
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Sales Enablement Society (SESociety), a volunteer organization of like- minded professionals from across the globe and from all walks of the sales enablement channel. The SESociety is working toward defining and shap- ing the role to meet the demands of a new economy by disrupting old processes and thinking. Former sales enablement activities and structures are under scrutiny. Replacement of non-performing operations with an elevated, professional role that has strategic influence is ongoing. Sales enablement elevated to the corporate strategy level – coupled with the re- lease of an old command-and-control management structure – is a proven
driver to organizational success in our new economy.
THE REVOLUTIONARIES The Sales Enablement Society be- gan in 2015, with just five founding members who saw a need to change the way business thinks about sales enablement. In just three short years, the ranks of professionals in the channel seeking to transform sales enablement has grown to more than 2,700 members, with more than 45 SESociety chapters across the globe. As the SESociety continues to expand and grow, the members come from organizations large and small, with a wide range of industries represented. The SESociety’s continued un- chained growth shows the impact of harnessing the power of a shared purpose – in this case, fixing the bro- ken random acts of sales enablement occurring in organizations every- where. “Current siloed organizational models are mechanical – optimized to manage risks, distribute tasks, and provide controls to help execute corporate strategies created through central planning,” says SES founder, president, and chairman of the board Scott Santucci. “This approach results in a variety of siloed decisions that create an overwhelming amount of
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