Time to Rethink Sales Training with GenAI?

The Persistent Problem with Sales Training: Sales training has been the bedrock of professional development for decades, yet the methods we cling to haven’t evolved much. The result? Increasingly outdated and ineffective practices. Whether it’s the traditional face-to-face workshops (class – room) or the never-ending video marathons (class-zoom), the current approach fails to tackle the real enemy: "knowledge decay." Ever heard of the Forgetting Curve? You probably have, but guess what? You forgot!  Introduced by psychologist Hermann Ebbinghaus, it’s a phenomenon that shows how quickly we lose newly acquired knowledge. Think about it—within just an hour, 50% of what we learn slips away. Give it 24 hours, and 70% of that new information is gone. After a week? We’ve forgotten up to 90%.

Is This Really Working? As if the Forgetting Curve wasn’t enough to make you question traditional sales training, consider the other challenges we’re up against:

• Turnover Turmoil: It’s tough to pin down exact figures, but B2B sales turnover hovers around 35% to 45%, according to Forrester and HubSpot. That’s nearly half of your salesforce walking out the door each year. What does that mean for you? A constant cycle of recruiting, onboarding, and training—only to do it all over again. And after all that effort, it’ll take another six months for these new hires to become truly effective. Are we really okay with this?

• Mixed Teams, Mixed Results: With turnover comes inconsistency. Your sales team becomes a patchwork of varying skill levels, which is hard to manage. It’s no wonder we see the infamous “bell curve” of sales performance—some sellers excel, others flounder, and most hover somewhere between average and mediocre.

• The Death of Mentorship: Technology, budget-conscious CFOs, and even COVID-19 have changed the workplace forever. One casualty? Mentorship. Back in the ‘80s (the 1980s, to be clear), I learned more from seasoned mentors than from any formal training course. But today? Sellers are more isolated, and the opportunity to soak up that invaluable wisdom is fading fast.

Why So Complicated? Sales training has somehow turned complexity into a badge of honor. We’ve traded simplicity for a labyrinth of techniques, acronyms, and “clever” processes. It’s as if we believe the more intricate the training, the more effective it must be. But let’s be real—does anyone actually benefit from this convoluted mess? Too often, sellers are left with an overflowing toolbox, unsure which tool to use when it matters most. Isn’t simplicity the soul of efficiency? Yet, sales training has drifted far from that ideal.

The truth is, the complication of sales training, and the rise of the “deal coach,” serves another purpose: keeping consultants in business. The longer they stay involved, the more fees they collect. But is this really the best way to equip our sales teams?

A Brighter Path with GenAI: The old methods? It’s time to let them go. Instead, let’s acknowledge the limitations of traditional training and the new challenges we face. Enter a fresh approach: targeted, timely enablement and readiness. Let’s use tools that don’t just add to the noise but actually help—tools that do the research, connect the dots, and provide actionable insights right when sellers need them. Imagine getting your team better prepared, faster, and with less effort. That’s the promise of GenAI.

Conclusion: So, isn’t it time to say goodbye to outdated sales training? Let’s welcome a smarter, more efficient way to empower our sellers. With Shadow’s specialized GenAI, we can transform how we enable, prepare, and manage our teams. Curious to learn more? Visit our website to see how GenAI can revolutionize your sales training. Empower your team with the tools they need, exactly when they need them.

From Cannes to Can with GenAI. Navigating Trust and Innovation in a Land of Confusion.

As Generative AI (GenAI) continues to disrupt business operations, the opportunities for brands to innovate content, enhance productivity, and grow value are unprecedented. However, the landscape of AI adoption is anything but clear-cut.

At a recent panel discussion titled "GenAI In The Wild: Top Marketing Leaders On The Brand Experience Future," hosted by Adobe and Forbes in Cannes , France, (tres bon n'est pas?) some insights were shared about the current state and future of GenAI in marketing.

• Seamless Customer Experiences in the AI Era:

Creating seamless digital experiences is now a core part of a brand’s identity. Nothing terribly new here. People have been talking about this almost as long as they've been talking about digital transformation. Clearly, AI offers opportunities for automation, enhancing speed and efficiency, but also comes with risks that need careful management.

• Marketing in the Era of Generative AI:

This is considered the golden age of marketing, with AI playing a crucial role in reinventing business models. Many CEOs believe their business models need to evolve to survive, highlighting the growing importance of marketing in driving positive outcomes. Again the growing importance of marketing has been talked about before, but it's never really got there, has it? Will it be different this time?

• Current Maturity Level of Generative AI:

AI is still in its early stages within enterprises. It's adoption is inconsistent across different size of companies. Most companies are just beginning to integrate it into their workflows. However, there is rapid acceleration in AI application, with a shift towards customization and compliance.

• Impact of Generative AI on Marketing Organizations:

Tools like Adobe Firefly (shameless plug, but ok) are enhancing content creation and testing, significantly reducing time and effort. Internal AI tools are improving efficiency across various tasks, demonstrating substantial time savings.

• Future Predictions for AI in Marketing:

2025 is predicted to be the year of "trust" and "reinvention" in AI for marketing. The panel underscored the transformative potential of GenAI in marketing, emphasizing the need for responsible practices and strategic integration to enhance customer experiences and drive innovation.

So that's enough from the panel in Cannes...merci beaucoup mes amis! What do we see from our less glamorous perch?

The Confusion Around AI Adoption

We see a significant divide in how companies perceive and adopt AI:

1. Confident Adopters: Some companies claim to have a solid grasp on AI and GenAI, with a clear vision of its application within their businesses. They see AI as a critical tool for creating seamless customer experiences and driving business model reinvention. Whether their claims are true, remain to be seen.

2. Uncertain Explorers: Others acknowledge the potential of AI but remain uncertain about its practical application. They might understand the basics of AI but struggle to integrate it effectively into their workflows and strategies. This is where we see most companies.

3. Skeptics: A few seem to deny its usefulness altogether, possibly due to a lack of understanding or fear of the unknown. They might be hesitant to invest in AI due to the perceived risks and complexities. We think these "leaders" are also the sunset cruise crowd. In other words, they're closing in on retirement and their reluctance to really embrace A.I. is more about a quiet life until they board the S.S. Retirement and sail off into the commercial sunset!
   

The Era of Private, Specialized AI

In this landscape of mixed perceptions and adoption levels, private, specialized AI solutions play a pivotal role. Unlike generic AI models, these solutions are tailored to the specific needs and data of individual functions and businesses. They offer several advantages:

Customization and Control: Businesses can train AI on their proprietary data, ensuring that the outputs are relevant and aligned with their unique requirements.

Enhanced Security and Privacy: With private AI, companies can maintain control over their data, addressing concerns around data security and privacy.

Specificity in Application: Specialized AI can be fine-tuned to address particular business challenges, leading to more effective and impactful outcomes.

Trust as a Cornerstone

Trust is fundamental in the era of AI. However, in a world where distrust has grown, simply acknowledging the importance of trust is not enough. Businesses need actionable strategies to build and maintain trust in their AI initiatives. Here’s how:

• Transparency: Be open about how AI models are developed, trained, and used. Provide clear explanations of the data sources and methodologies to stakeholders.

• Accountability: Take responsibility for the outcomes of AI models. Ensure there are mechanisms in place to monitor and address any issues that arise.

• Ethical Practices: Prioritize ethical considerations in AI development and deployment. This includes avoiding biases, ensuring data privacy, and respecting intellectual property rights.

• Prove Trustworthiness: With new AI innovators and vendors entering the market, building trust is crucial. Transparent exchanges of information are essential to overcoming the "Mexican standoff" where neither party trusts the other, impeding progress.
  

Avoiding the Wait-and-See Trap

The confusion around AI adoption has led some businesses to adopt a wait-and-see approach, hoping to learn from the experiences of others before making their move. While this strategy might seem prudent, it risks putting these companies further behind. The rapid pace of AI development means that early adopters are already reaping the benefits of enhanced efficiency, better customer experiences, and innovative solutions.

Conclusion

The role of private, specialized AI is becoming increasingly important in navigating the complexities of AI adoption. By focusing on customization, security, and specificity, businesses can leverage AI to its full potential while addressing concerns around trust. As we move forward, it’s crucial for companies to embrace AI with transparency, accountability, and ethical practices, avoiding the pitfalls of hesitation and staying ahead in the competitive landscape.

AI in B2B Sales: Unpacking Gartner's Vision and the Winding Road Ahead

A Response to the Future of B2B Sales: Adopting AI and Evolving Strategies:

The recent Gartner report on the future of B2B sales highlights significant trends and transformations, emphasizing the rise of AI and digital channels. While some of these insights are valuable, others are not new, and there are areas where the report's enthusiasm for change obscures practical realities with a fog of fear! Gartner’s “Future of Sales” lurches all over the place, so let’s dive in…

1. Slow(er) Adoption and Adaptation to AI in Sales

Despite the transformative potential of AI, the report's assertion that sales organizations will swiftly transition to data-driven, hyper automated environments is overly optimistic. Back on planet Earth, human beings are notoriously slow to adopt and adapt. This will be (is) true of both buyers and sellers. We still depend on carrots and sticks to encourage change in behaviors, refusing to recognize the influence of friction. When will your AI buy from my AI with “no” human interaction at all? We don’t know when, and without that knowledge, we must carry on adapting and adopting the best we can, but we know that day is coming.

2. Buyer Centricity is Not a New Concept

The report emphasizes a shift from seller-centric to buyer-centric strategies, as though this is a novel approach. However, the idea of buyer centricity has been a topic of discussion for years in the sales and marketing communities. And it’s rarely made its way from discussion to anything much more tangible. The importance of focusing on the needs and behaviors of buyers is well established, it’s just not well practiced. The tools and technologies available to help here continue to expand and improve, and herein lies a problem – there are so many boasting transformative results it’s become hard to trust what new vendors are saying while distinguishing one solution from another. Ultimately, the challenge lies much deeper – do companies really think the way to success is through happy customers or happy shareholders, and are the two always connected? Finding this balance proves elusive.

3. The Impact of COVID-19 on B2B Buying Behavior

The report mentions that "B2B buying behavior has grown more unpredictable due to COVID-19 and market volatility," but fails to provide specific insights into how COVID-19 has altered buyer behavior. Blaming the pandemic for unpredictability without detailing the exact changes is unhelpful. Of course, Gartner needs to be vague so as to perpetuate the myth that we all need them, all the time, to explain all this complicated stuff to us mere mortal graduates of State schools!

4. Evolution of Seller Involvement in the B2B Buying Process

The assertion that "B2B customers radically discount the perceived value of sellers" is an overgeneralization and suggests a future with less seller involvement. The world is already moving this way, but it’s an evolution, not a revolution. AI and digital tools should (and will) be leveraged to make sellers more valuable to buyers. AI makes sellers more efficient. It’s the mental equivalent of the exoskeleton in various science fiction movies like Elysium and Edge of Tomorrow. Sellers are/will be able to simply do more and do it better. As digital natives become decision-makers, the role of the seller will continue to change. It may even disappear, but it won't disappear tomorrow.

5. Leadership in Sales: Enabling Buyers

The report's most important point is that "CSOs must become leaders of selling, rather than leaders of sellers." This is a crucial point, but it misses a deeper insight: the ultimate goal is to enable buying, not necessarily selling. The role of sales leaders should evolve to focus on how they can make it easier for customers to buy from their organizations. This involves not just leading a team of sellers or managing selling processes but creating an environment where the buyer's journey is as differentiated, smooth, and supported as possible. The perspective has to be that it's a buyer's journey, NOT a sales process.

Conclusion

“Experts” like Gartner love to spread the FUD (fear, uncertainty, doubt). It’s how they get you (us) to feel like we need their expertise to guide us through the “Uncertainty” of that FUD, and therefore how they make a lucrative living. Some of what Gartner says is a compelling vision of the future of B2B sales (although they’re understandably vague). Even though the speed of change has picked up, and will continue with the advent of popular AI, we’re still some time from AIs selling to and buying from one another, but there is wisdom here:

• Thinking about enabling “selling” rather than “sellers” is a valuable distinction. But don’t get carried away. You’ll need to AI-enable your sellers first – equip them with those “mental exoskeletons.”

• A thought here is about the definitions you use. For example, selling isn’t about selling, it’s about enabling buying, enabling people to “buy” from you. Good sellers intuitively understand this, by the way, and always have.

• On the journey to human-free transactions, Gartner is really saying that we should leverage AI to increase the value that sellers bring to the process. From an inward-looking perspective, AI enables your team to simply do more, faster. And we know what that means!
  

"Times they are are changing" and "may you live in interesting times" and all that jazz. Times are always changing and have you ever met anyone who hasn't lived in interesting times? It's always going to be different this time! But maybe, this time...it is.