This post is my third in a series on the topic of marketing and selling process improvement in the professional services arena. I've made points about how critical it is for PSFs and B2Bs, especially in challenging economic times, to become more effective in marketing and business development. In my research, writing and consulting, I see a multitude of ways professional service firms could improve the efficiency and effectiveness of their go-to-market processes, and how they could eliminate their organizational barriers to better collaborating and sharing accountabilities on marketing and selling.
I guess I'm not the only one thinking about this issue! I just read some news that the United States' president-elect Obama has created a new position in his administration, a "chief performance officer." His pick, a McKinsey consultant, will be tasked with eliminating wasteful processes and improving the efficiency of governmental programs. The "chief performance officer" will be a first-time position in U.S. government.
Is the idea of a "chief performance officer" (even one who is only focused on marketing and selling) too far-fetched for PSF and B2Bs?
Please write me, or comment here, about how your PSF or B2B service firm is working to improve its go-to-market processes. (Or if it's not working on this issue, tell me why you think this has yet to happen.) What are your lessons learned?