Enterprise Technology Infrastructure:
Two weeks. Three words. One story.
What do you do when you’re a technology market leader with a host of features but no single story around which to rally?
When you have well-meaning, smart and intentional acts, products, solutions and technologies but struggle to elevate the conversation with prospects?
When the gap between the conversations you want to be having with clients and the space you’re relegated to is too big to bridge?
When you need to get an entire organization moving in the same direction behind a mix of veteran and new leaders?
When you need to find the magic in the business and get moving?
“It was time, as the CEO put it, to “get the leadership team in a room and lock the door until they figure it out.” And maybe then we’d find the magic.”
Lock the door until we figure it out.
That’s what Mixtape Partners did for a long-standing industry leader in a software security and infrastructure provider who’d led their field since they created it 35+ years ago.
A Single Idea…
With a leadership team that included new hires and old, some of whom had never met face-to-face, we took the leadership team through a two-week sprint that removed the techno-jargon that dominated their world, focused on their customers and the role they wanted to play, and helped reveal a story that lay hidden beneath the surface. In a one-day workshop, we helped the team spar, debate and co-create leading to a breakthrough moment where three words were able to capture what they were collectively pursuing. From there, we quickly built the story, the core messaging and the underpinnings of the company’s customer-focused vision, one which shaped everything they would do together going forward.
Reframes the Conversation
The impact was immediate and lasting. With leaders rallying their teams around a singular story, engineers and sales teams, alike, began elevating their customer conversations. Marketing stories shifted from product facts to bigger, more engaging ideas. Sales teams began to re-engage with the senior decision makers who’d historically ignored their meetings. And the leadership team shifted away from operating in disconnected silos in favor of a more collaborative, workshop-centric approach to leading, planning and delivering for the business.
What We Did
UPDATE
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