May 4, 2021

Gartner: 5 sales priorities for shift to digital selling

Kate Birch
2 min
With a permanent shift to virtual selling likely, Gartner identifies five areas that sales leaders should prioritise in their sales enablement strategies
With a permanent shift to virtual selling likely, Gartner identifies five areas that sales leaders should prioritise in their sales enablement strategie...

Recognising that the pandemic has triggered a permanent shift to virtual selling, Gartner asserts that companies must therefore make a shift in their sales enablement strategies by optimising their approach to virtual seller enablement in areas including enablement technology, onboarding, training, communications and events. 

With virtual selling “expected to continue being an important capability of sales organisations in a post-COVID-19 era”, says Doug Bushee, senior director analyst in the Gartner Sales practice, “sales enablement has a critical role to play in enabling sellers to prepare, plan and deliver engaging virtual sales interactions”. 

And to prepare sellers for a successful future of what Gartner refers to as digital-first selling behaviours, sales leaders “must implement immediate and longer-term actions to develop and maintain a virtual selling strategy”. 

From investing sales enablement platforms to delivering training modules for the new digital-first salesperson, here are the five areas that sales leaders should consider taking action in, according to Gartner. 

  1. Sales enablement technology investment Before spending on new technology to support remote selling, businesses should assess existing technologies and digital tools to understand and maximize additional functionalities. As business needs and customer expectations change, then selectively retire technologies that are redundant or have low utilization.
  2. Onboard design and deployment Deploy learning based on predetermined onboarding milestones to build foundational knowledge. This could include product features and benefits, and 'hard skills' training that doesn't require a live instructor, such as systems and tools training. For new hires, design and develop onboarding resources that will minimize information overload and prioritize digital content that delivers the most critical knowledge needed for them to get going. 
  3. Virtual selling skills development Design and deliver short training modules, targeting both sellers and managers, that can be completed either synchronously with a live facilitator or asynchronously via e-learning. These should include application exercises to avoid training burnout and maximize learning engagement.
  4. Seller communications Establish a clear communication rhythm by carefully planning and communicating the expected rhythm of virtual events, training sessions and announcements, and match the messaging to the appropriate channel such as videos, emails, and intranet. With increased communication volume in a virtual environment, establish sales enablement as the gatekeeper that funnels all messages to prioritize content that is consistent and tailored for sellers.
  5. Sales events Instead of annual events that bring the team together, host more frequent, shorter events in order to continue refining messaging and skills while boosting momentum from previous events. Try to reconstruct the in-person kickoff experience by creating online communities that allow sellers to engage in team-building activities, discuss relevant topics, post questions, share best practices and showcase customer case studies. 

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Jun 11, 2021

Health Catalyst: An agile approach to healthcare data

Northwell Health
Health Catalyst
3 min
How to get the most out of your investment in data with Health Catalyst


Healthcare Catalyst is quite literally a healthcare providers’ catalyst for change when it comes to their measurable, data-informed improvement in analytics, software and services.

Founded in 2008 in Salt Lake City, Utah, Health Catalyst is dedicated to enabling health care organisations to build a healthcare-specific, open, flexible, and scalable data platform and fully integrated suite of analytics applications.

This enables health system partners, including Northwell Health in New York which serves a population of 11 million, to realise measurable value within months. “Our customers have recognised the potential to use data, to meaningfully improve their clinical, financial and operational business performance outcomes,” said Mike Doyle, Chief Customer Officer.

Formed by a group of healthcare veterans – with a quest to develop a data warehouse that could handle the complexities unique to healthcare data – they revolutionised the clinical process models and use of analytics and discovered the solution now known as Adaptive Data Architecture, which is agile, flexible and can be implemented in a matter of weeks compared to a matter of years.

Today, Health Catalyst helps clinicians in more than 250 hospitals that care for more than 100 million patients each year.

Health Catalyst offers a solution in three parts:

Data Operating System

Cloud-based DOS is a healthcare-specific, open, flexible, and scalable that provides customers a single environment to integrate and organise data.

Analytics Applications

Analytics applications build on top of the data platform and allow customers to make measurable clinical, financial and operational improvements.

Services Expertise

World-class team of analytics and domain experts leverage technology to help customers shorten time-to-value and achieve sustainable, measurable improvements.

The fully integrated data platform and suite of analytics applications helped clients during the pandemic, in ways even Health Catalyst could never have imagined. Health Catalyst offered products and services to support customers’ agile response to the pandemic in four phases:

  • Prepare.
  • Prevent.
  • Recover.
  • Plan.

“By having the data operating system, our clients were able to take advantage of the integrated source of data to meet challenges that they were facing in their local geographies due to the pandemic in ways that we could never even have predicted,” said Doyle.

Doyle highlighted Health Catalyst’s Value Architecture group, which helps the company ensure that its technology and expertise are delivering measurable and meaningful value to our clients.  “I think another key differentiator is our open platform that our clients are able to use to accelerate their own integration of data, but it is customisable, configurable in ways that makes it unique for them in ways other cookie cutter analytics just can’t match. 

“We like to start every discussion by listening and understanding how we can help our customers avoid making mistakes and getting the most out of their investment in data.”

Speaking about their partnership with Northwell, Doyle said: “We're very grateful for this partnership and want to thank these visionary leaders who are able to envision a future using data that is light years beyond what we can think of today.”

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