FOR L&D AND COMMERCIAL TRAINING
The category is becoming commoditized. The work doesn't have to be.
The market has trained L&D buyers to evaluate training vendors on a single yardstick: modules, hours, seats, cost per head. That comparison is the engine of commoditization — it makes every vendor look like every other.
It is also a comparison that makes it almost impossible to defend training that actually moves the business, because the things that make work effective do not show up on the yardstick. We work on a different axis. Not because the volume axis is wrong, but because it does not measure what you are actually being asked to deliver.
THE DIFFERENT AXIS
Behavior over topics. Application over coverage.
Measurement over satisfaction.
That last one is the standard most vendors will not commit to. We commit to it because it is what separates work that performs from work that just gets delivered. Every engagement leaves you equipped to reinforce and measure the behavior after we are gone.
WHAT THE WORK HAS DONE
Two commercial engagements that show the method in the field.
Case
Puma Biotechnology
Pre-launch turnaround
New indication
Brought in to turn around a pre-launch indication. The launch landed.
Puma engaged us to manage the launch of a new indication — pre-launch through post-launch — against a team that was off-track. We did the diagnostic work first, and we did it iteratively: our first read of why execution was breaking down turned out to be partial, and we revised it as we saw the team work.
From there we worked the controllables, built the launch strategy against what we had actually found, and ran it. The launch landed successfully. At the launch meeting, Puma’s VP of Sales told us it was the best launch they had been part of.
Case
Morphosys
National meeting
Skills-first approach
Reframing a team's focus from tactics to skills, in a difficult market.
Morphosys was facing a national meeting in a genuinely difficult market. We challenged the client — successfully — to focus on skills rather than tactics, which was the harder and more useful direction.
The work included a communication skills playbook, a Next Level Questioning workshop, training on engaging clients effectively over Zoom, and a coaching toolkit so managers could carry the skills forward. Morphosys’s Chief Commercial Officer told us we had changed the course of the team’s direction and given them something real to focus on.
If this is the kind of work you are trying to do, we would be glad to talk.
CONTACT
Start a conversation.
We work best with teams who already have a sense of what is not working and what they want to change. If that is where you are, send us a note. Tell us roughly what you are facing; we will read it, and one of the principals will reply.
A principal reads everything that comes in here and replies within two working days. If the fit feels right, the next step is a conversation — not a sales call.