Page 152 - The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million - PDFDrive.com

employees to feel like they are “CEO” of their functional area. To be CEO, they
need a full picture of the happenings within their business. As such, all of the
monthly financials were made available to every employee. They were reviewed
at company meetings. They were posted on the company wiki. The tactical
priorities of the overall business as well as those of each executive were
published on the wiki and reviewed at company meetings. Monthly updates on
progress against the operational plan were reported to the entire company.
Customer happiness was measured through a monthly NPS survey. The raw data
and summary from these reports were shared with the entire company. An
employee NPS was conducted once per quarter. The raw data and summary from
these surveys were shared with the entire company. The company wiki itself was
extremely active. The executive team was often responding to questions and
comments. It was a great way to leverage technology and flatten the steep
communication pyramid often seen in more archaic organizations.

The final component of our innovation culture was the solidification of an
“innovation” career track at the organization. I saw three basic career tracks that
employees pursued at HubSpot. One track was the leadership track. Once
functional expertise was established, these employees entered into leadership
training and started to pursue management opportunities within their area of the
organization. Another direction was the “functional expert” track. Perhaps the
employee was a career salesperson that really wanted to grow as an individual
contributor. Perhaps the employee was a career engineer that wanted to grow as
a code ninja. We were proactive about establishing well-defined, attractive paths
for people who shared these aspirations. The third approach was the
“innovation” track. These employees were most passionate about breaking new
ground. They were heavy participants in the hackathons, wiki threads, and other
innovation programs. Many of them were eventually selected to lead an
experiment. Most importantly, if and when they succeeded, they established a
new trajectory for their career at HubSpot. Being able to point to successful
leaders in the organization who had achieved their positions via the innovation
track was key to our culture's credibility.

Best Practices of Experiment Execution

As the sales team grew to a sizeable level, it was not unusual for me to have
several experiments running at any given time. We ran experiments on new
demand generation tactics, potential addressable markets, sales methodologies,
and new products. The vibrant HubSpot partner program, our aggressive