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How DXC created a business case for modern sales enablement

Challenge:

DXC, the world's leading, independent IT services company, resulted from the 2017 merger between CSC and HP Enterprises. While the merger created synergistic capabilities and clients, the combined business required strong cultural integration within its global regions in terms of offerings, customer accounts, and sales and support roles.

Sales enablement was ubiquitous and disconnected. Many organizations (Marketing, HR, Learning & Development, Sales Operations, Product Management, Regions) were performing sales enablement in silos, providing redundant support. Sellers were flooded by random and redundant training and technology provided by different organizations resulting in wasted spending, poor adoption of sales content, and seller on-boarding taking up to two years to achieve target productivity goals.

Outcome:

DXC wanted a modern SalesEnablement function that could consistently deliver the right kind of support tied to measurable results. Executives were concerned about the time and investment required to establish a centralized model. Oxygen conducted an analysis of the existing environment to assess sales enablement capabilities, platforms, processes, and measures. We used stakeholder interviews, client surveys, platform and tool examinations, and external benchmarks to inform the future-state org structure and operating model. Engagement outcomes:

76% of sales enablement leaders believe user experience is critical to delivering great enablement programs.
Heather Cole
Sirius Decisions Summit 2020

Our Approach

Oxygen organized the program into two work streams to plan and execute the Sales Enablement modernization vision. The first work stream focused on building the business case for sales enablement. This effort defined a modern sales enablement strategy, organization, and vision while performing a robust assessment of the current state of fragmented sales support. The immediate outcome identified duplicate corporate initiatives to eliminate while global teams were able to focus on specific regional needs.

In parallel, Oxygen identified a 'quick' win opportunity to pilot a new sales onboarding program that could quickly scale globally to thousands of sellers. Oxygen relied heavily on seller input from different areas of the business to architect and build the experience on an internal digital platform. As a result, several redundant onboarding programs were eliminated allowing for higher new seller productivity.

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