Convergence is everywhere. In the active de-emphasis of functional fiefdoms across the organization, through the application of new technologies and AI, and in the galvanizing focus of enduring companies on EX and CX. It accelerates and is fundamentally changing value creation across four key areas: Employees, Customers, Shareholders and Go-to-Market (GTM) Investments.
Speed matters in today’s world. Convergence accelerates how quickly companies realize ROI from their investments in revenue growth and talent, and how quickly their customers realize value from the solutions they purchase. Convergence also enables greater anticipation and dexterity in a rapidly changing and hyper-competitive world. Speed and dexterity mean greater competitive advantage.
Leaders enable convergence with changes to organization structures, jobs, processes, metrics and tools. They fuel it with team cultures that are outwardly focused. And a management philosophy that examines actions and investments through the lens of the customer. But they know that one-off changes to jobs or metrics are unlikely to drive convergence on the scale they need. Holistic transformation across the Revenue function is the key to delivering meaningful convergence.
