Case Study 1 – Debugging Sales Performance

Sector: Micro-Insurance Company size: 15 staff Location: Latin America Situation to address: Low number of sales and B2B partnerships putting company at financial risk Tensions in senior team around strategic choices regarding revenue generation No participation of junior staff in core conversations, leading to reduction of motivation edge engagement over 6 months: Who is on board team mapping to restructure sales approach and team; leading to Head of Sales being promoted to Senior Management RightHire to source a new Head of Sales Currently: Stepwise introduction of a Performance Evaluation System for all roles across departments, with the aim of identifying non-performers Outcomes Increased clarity and effectiveness in sales team Increased accountability across...
Innovative companies need innovative people approaches – how we did it

Innovative companies need innovative people approaches – how we did it

It is thrilling for us in edge that we have reached this far: We were challenged to reinvent our organization, to be bolder and to deliver high contribution to the growth of businesses around the world. Our journey has been transformational: to our products, our business model and ourselves – we have faced the very challenges we support our clients in! But let’s start from the beginning. After extensive market research on performance related challenges across the startup ecosystem in Emerging Markets, we envisioned bringing innovative organizational management approaches to the space of fast-growing enterprises. We have prototyped a series of performance management solutions, leading to two achievements: First working on our own people-related systems, we implemented the best of holacracy, the idea of Flow, peer-coaching and others in order to build an agile organization that’s ready for growth. By developing and experimenting with these new methodologies for areas as internal debate, harnessing conflict, decision making, defining roles and accountabilities and coaching, we got away from traditional models with top-down solutions, strict titles and Job Descriptions. While the journey continues, we are now more responsive and agile, and we make decisions as public agreements using consent, much faster than consensus with higher buy-in than the good-old managerial decisions. We now find ourselves prepared to offer to implement those methodologies in our customers. It is an intense process which allows every business to take advantage of state-of-the-art methods to manage themselves towards a new performance level. Together with edge, over a dozen businesses have already started their journey towards more healthy, sustainable and effective ways of team performance. Leveraging diversity...