Global semiconductor equipment company spinning off of a larger technology company
A new billion-dollar global organization was spinning off of its parent company and lacked systems, process and tool infrastructure. The company had complex global customer relationships, long sales cycles and significant growth requirements. Senior executives, new in their roles, needed to come together and agree on a methodology that created consistency, yet accommodated the unique exceptions that tended to appear in different corners of the world.
Manage a diverse team through a detailed process design methodology.
Consultants conducted interviews with key participants in the quota setting process to determine the “as is” process and critical issues that existed. Data analysis of historical quota performance and sales force demographics was conducted to validate issues and trace the root causes. Aon Hewitt developed a straw process model based on best practices from other clients in similar businesses. Then, consultants facilitated several “to-be” process design meetings with key stakeholders. Aon Hewitt documented the resulting process and developed supporting communications, tools and templates (including RACI matrices for key role responsibilities and top-down/bottom-up planning templates for sales leaders). Consultants then facilitated the first iteration of the quota-setting process, culminating in a gap/stretch allocation meeting that ensured the company business plan was fully and fairly allocated. Follow-up audits were conducted quarterly as part of a governance and ROI-assurance process.
The company had a very successful IPO and was able to manage sales force and external analyst expectations very carefully using some of the tools developed for quota-setting (adapted for forecasting). Performance distributions and compensation costs were in line with expectations.