In another article in B2B Growth , in What is Scrum? Methodology and Applications in Sales , we had given you information about the Scrum methodology, roles, events, sprints, artifacts and rules of Scrum. In addition, we went into depth about where Scrum can be applied, what its advantages are and we were able to see its application in a sales team.
Today we bring you more details on this last point, according to our experience.
Let's remember the principles of Scrum (TIA):
Transparency
Inspection
Adaptation
And as in any Agile methodology , the client must be at the center. It is not enough to believe that we know the client, we have to become obsessed and be sure that we really know them, we know what worries them, their objectives and we share them with them.
This framework, as many of you already know, is not based on rigidity, but on adaptation, on trial and error. Something we must be very clear about is that we learn from mistakes and we must take advantage of them. It is useless to remove them if someone on the team makes a mistake. On the contrary, if they make a mistake, they will most likely not make it again, so we will be more efficient and productive next time.
Scrum Sales
So, at this point, we can define Scrum Sales as the application of the Scrum framework to any project related to the sales process (and almost by extension to its connection with Marketing activities). This will allow an Agile methodology regardless of the size of your company, where we can apply its principles to all stages of the sales process.
When it comes to selling, we have to understand vp security email lists our company's values, culture and objectives well, because everything we develop must be coherent. We have to be obsessed with ourselves and with the process we are going to apply.
In sales teams , we must understand that the vision of an individual performance team, generally oriented towards sales commissions, is very different, where they do not usually share their tricks and best practices when selling. This happens because by nature they are very individual roles and in order to apply an agile model they would need a cultural change. Bonuses or incentives in Scrum teams should be defined according to team objectives and not so much individual ones. Just like in rugby, in Scrum individual contribution is necessary for the team objective, but never at the expense of the results of others.
“In rugby, the scrum moves together as a single unit. This is how we operate with our marketing and sales teams in an agile, efficient and team-oriented manner.”
Bruno Mendez – CEO Sum.
We started
The first thing we are going to do is define our Product Backlog . We will make an ordered list of everything we want to do. Then we will talk about roles, but we must mention that this backlog is the responsibility of the Product Owner. Here we are not talking about detailed plans, we are talking about an ordered list, which contains a description, a value and an estimate for carrying it out.
As we are talking about highly uncertain and unpredictable projects, let's not do what we do in traditional project management, where we define a series of bullets and dates to meet. This is about being more flexible, we don't know what we're going to find along the way, new actors may suddenly appear that make us change the route, and this won't be a mistake, it will be a learning process and an adaptation.
With the product backlog, we define the Sprints . Sprints in Scrum Sales, which by definition have a maximum timebox of 1 month, are Scrum events that contain other events. The goal of each Sprint is to deliver something that adds value. Of course, a Sprint starts when the previous one ends, and very importantly, a Sprint ends when its timebox ends. The duration of a Sprint is defined by the Product Owner and the Development Team.
