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Many organizations make the mistake of simply moving their best sales people into key account manager roles. That’s a mistake, because KAM is about changing the way people work — it is not just a sales technique. Converting the best sales people into key account managers might mean as a bunch of people into a role they are not really comfortable with, and subsequently we just lost your best sales people as a result. In fact, there are technical people and project managers who can make great KAMs. We need to analyse that what are the skillsets the role requires - a broad range of skills, including financial, consultative, planning, interpersonal and influencing skills and then pick the right person for the role and then impart adequate training to them so that they evolve as a successful Key Accounts Managers.

System thinking is a method of critical thinking by which you analyse the relationships between the system's parts in order to understand a situation for better decision-making. Making effective decisions is much more difficult in this brave new world, and systems thinking provides a model of decision-making that helps organizations effectively deal with change and adapt. It is a component of a learning organization, which is an organization that facilitates learning throughout the organization to transform itself and adapt.

Strategy Consulting provides a company’s management team with a framework for making effective decisions about their direction. Itprovides a way of thinking about how to deal with the future and a process to guide decision-making. Strategic consultants participate in initial meetings with the company's management team to establish the requirements of the consultancy project, prepare a proposal, and carry out research, analysis and assessment of growth scenarios and options. The independent perspective as a strategy consultant and the detailed recommendations in the report enable a management team to make more informed decisions. A key role for strategy consultants is to help companies define what they do and identify their capabilities, strengths and weaknesses as a basis for going forward.

Strategy mapping has revolutionized the way that strategy has been formulated and executed. The Strategy Mapping fills this gap by providing a set of guidelines that describe how to implement Strategy Mapping in a practical, step-by-step format. The Strategy Mapping formulates a process flow which serves as a guidance and direction that will permit organisation to implement their own maps and scorecards. It benefits organisation in bridging the gap between theory and implementation.

The theory of Balanced Scorecard guides to keep the employees motivated and to perform and deliver in line with the organisation strategy.It comprised of Goal setting that give appropriate weight to financial and non-financial measures. It does this by starting with the vision and strategy that drives the business. From this, it identifies the drivers of success for that vision, and then develops targets that measure progress towards that success.And because well-motivated, well-managed people will work to achieve these targets, this means that, by focusing on these targets the team will adjust its efforts to focus on the successful delivery of the organisation’s vision.

Capability Building is a methodology that focuses on employee-led initiatives – programmes owned and led by line managers who have direct responsibilities for their profitability – and uses the latest thinking in adult learning in order to deliver results. This approach helps to ensure that people develop the skills they need, deliver performance improvements that add to the bottom line, and build the institutional capabilities needed to sustain these improvements. There are four imperatives that companies seek to address in building capability for performance.

  • Identify and quantify the capabilities that make a difference
  • Apply experiential programmes and other adult-learning techniques
  • Scale up and accelerate with corporate academies
  • Make continuous improvement a part of the company’s DNA

A leadership development strategy defines the goals and expectations for leaders in your organization. It also defines the key capabilities, competencies, and experiences of a successful leader in your organization. The specific sets of skills needed to be a leader who inspires change, motivates a team, and inculcates new leadership are often developed over time with experience. Our Leadership Development program focuses on building on employees’ skills, strengths, personality traits and management styles.

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