At The TAS Group, we just recently completed a global study of sales performance.  The full report will probably be available by late April.  If you want a copy email me ddaly (at) the tasgroup (dot) com.

The statistics are pretty revealing – so I thought I would share them with you now.

1. 33% of sales people made quota in the last reporting period

2. Only 52% of sales people say they can access the key players for a sale

3. 39% of sales professionals say they are not able to effectively uncover customer problems, and

4. 35% struggle with designing customer focused solutions

5. 59% of sales close as originally forecasted

6. Sales forecast accuracy jumps to 76% when sales methodology is applied well

7. When the Sales function contributes to company strategy, quota attainment is 15% higher than when Sales is not involved

8. Quota attainment is 25% higher when Sales and Marketing are aligned, and

9. Win Rate is 15% higher when Sales and Marketing work well together

10. 59% of sales reps are good at opportunity qualification

11. 32% of sales professionals do not develop competitive strategies for their opportunities

12. When competitive positioning is part of a company’s sales strategy, revenue increases by 30%

13. 44% of reps are able to maximize the value of a sales opportunity

14. Only 36% can maximize the value of their key accounts

15. Salesforce.com has the highest % of CRM users with adoption > 50%

16. TAS has the highest % of methodology users with adoption > 50% (We are very happy about this!)

17. When methodology is integrated with CRM sales teams are 35% more likely to achieve average quota over 75% (As you know this has been my mantra for a long time!)

18. The #1 reason why sales methodology is not used is that only some people use it.

19. 60% of companies use a defined sales process

20. Companies are 33% more likely to achieve average quota over 75% if they use a sales process.

We have analyzed all the data that we gathered – and it was a lot – and some of the insights are fascinating.  We are looking forward to getting this finished and published to share.

As I mentioned above – If you want a copy email me ddaly (at) the tasgroup (dot) com.

There has been a lot a debate among the sales training / sales enablement community about The Challenger Sale from CEB’s Sales Executive Council.  Some of it has been cogent and balanced, but unfortunately a lot has been mud-slinging and poorly articulated or uninformed specious commentary that does not reflect well on the sales training industry. Most of the latter type has, probably predictably, come from those who might have good reason to be threatened by the seeming ubiquity or pervasiveness of TCS.  On the other hand, where measured arguments have been put forward, it seems that these originate more often from users, practitioners, or observers who acknowledge the value of TCS while wondering about its place in an overall sales eco-system.

I have read commentary from Linda Richardson, HRChally, Jonathan Farrington, Dave Stein, Tamara Schenk, Solution Selling, and others, and you can look at the links and judge for yourself who is engaging in productive debate, who is posturing to protect their own patch, and who is being downright unprofessional.   Methinks the latter doth protest too much!

Most of the anti-Challenger rhetoric seems to rail primarily against how the Sales Executive Council has presented Challenger to the market, and less about the substance of the TCS model, or the research behind its findings.  Many of the commentators take umbridge at SEC’s positioning of the findings as being new or noteworthy.  “There is nothing new or unique here” is a common cant.  Well, clearly that is not true: Otherwise TCS would not have captured the attention that is has, resonated as strongly with the marketplace, or evoked such a – sometimes vitriolic – response from those who feel threatened by it.

At The TAS Group, we faced similar criticism from some of the traditional sales training players when we introduced Dealmaker to the market.  We presented a view that effective adoption of methodology could only happen when supported by intelligent software and integrated into the daily workflow of the sales professional by combining the application of methodology with usage of the CRM. We were subsequently positioned by our competitors as only focused on technology, and we were questioned by the analysts as how we could maintain deep research in methodology and technology at the same time.  Well, that was six years ago, and the evidence suggests that we were not as misguided as some would have thought.   Now, although not everyone has the depth of technology resources that we do, everyone recognizes the need for software as an integral part of a sales performance system.  And, the advancements we have made in methodology during that time has served our customers very well.

I don’t think TCS is either perfect or a complete sales system, or a one-size-fits-all solution; nor do I believe that the folks at the Sales Executive Council think so either.  (By the way, I am struck by the fact that it is evident that many of those who are criticizing TCS had not spoken to the SEC before they expressed their views.)  A complete sales performance system requires everything from market planning to territory segmentation, account stratification, account management, opportunity management and sales process, all supported by skills and technology.

But TCS has a number of undeniable strengths.  It has done a better job of highlighting the need for greater sales and marketing alignment than many of its forerunners.  (I have written about that problem here, here, here, here, here, and here.)  With a level of clarity all too rarely seen in the industry, it has debunked the myth of the Relationship seller.  Where others represent it as arrogant that a sales person should bring insight, or being able to ‘teach’ the customer as being arrogant, I see it as a customer focused approach, and an acknowledgement that buyers are more informed and therefore the sales person has to prepare much more diligently.  It demands that the sales person work hard to understand their customer and the customer’s industry, and requires a level of intellectual capital that all customers should look for from their suppliers.   In my opinion, any effective sales person should be able to bring insights to her customer of what has worked elsewhere.  I think that is table stakes.

Through its membership community, SEC has an effective petri dish to test its approaches, before unleashing them on the market.  Their heritage in research is a matter of fact – not of opinion. While they still have a way to go, I would have hoped that constructive inclusion, a recognition of how TCS complements other methodologies, would have been the response, but sadly …

More importantly though, the success of Challenger – and it is unquestionably successful – points to a failure of traditional providers, particularly those who focus on sales skills.  The fact that TCS has been so quickly embraced points to a deficiency in the alternatives.  Otherwise why would there be a gap in the market for SEC?

Make no mistake.  SEC has done a remarkable job of positioning TCS in the market, and indeed is using the principles espoused by Dixon and Adamson in their book to effectively challenge the status quo.  Something is working – and the response of the detractors only validates the approach.

In June 2012, Angela Ahrendts, CEO of Burberry appeared on the cover of Fortune magazine.  As Fortune reports it:

 Last May, Burberry CEO Angela Ahrendts flew to California from her London headquarters to introduce herself to an executive she thought could be critical to the future of her business: Salesforce.com CEO Marc Benioff. When the two met at the Ritz-Carlton in Half Moon Bay, they stood in the hall batting around ideas for 15 minutes before even sitting down. Ahrendts explained her vision: to create a company where anyone who wanted to touch the brand could have access to it. She just needed a digital platform to make it happen.

Click for bigger image

Benioff sketched a diagram of how Burberry could become a “social enterprise,” overlaying technology like Salesforce, SAP, Twitter, and Facebook atop the entire company. (Benioff signed the drawing “Angela + Marc = LIKE,” and Ahrendts keeps the framed original, pictured below right, in her office.) “I told him, ‘I think I finally met someone who talks faster and has more energy than I do,’ ” she says. “We just connected.”

However, as anyone who attended any salesforce.com event between mid-2011 and 2012, physical or virtual, could tell you, you could see that Ahrendts’ new celebrity status is due in no part to the level of exposure given her by Benioff. It even got to the stage that Twitter contributors were wondering if she was going to wear ‘that white suit again’.  Benioff – certainly one of this era’s marketing geniuses – knows how to make his high-profile customers feel special – and knows, better than most, the value of the Customer Network Value.

In many cases customers are totally bypassing the early stages of the traditional buying cycle.  Rather than calling a company for information, they are instead joining forums on line, engaging in conversation on Twitter or Facebook, looking to people with ‘Klout’ or influence to guide them through the information gathering and evaluation phases of the buying cycle.

They look for recommendations from peers and others ‘like them’ to short-list potential suppliers, refine their requirements, and gain insight in the application of a vendor’s product that often surpasses that of the vendors sales person.

To care about your Customer’s Network Value, you must first care about your customer, and treat customer service, and every customer interaction as an extension of marketing.  Caring about your customers before they become customers is actually more difficult but increasingly important.

You can achieve this firstly by participating in the same networks in the Social Universe as the customer traverses the Contact phase of the buyer/seller transaction.  Then you need to monitor what is happening and respond to your customer during the Control phase, as that is where they can have most impact on your future customers.  In any case, if the customer wants to interact in the Social Universe, it is your job to facilitate that interaction.  It is increasingly becoming an implicit part of your promise to deliver – and you need to be prepared.

We need to recognize that our customers and prospects hang out somewhere, and that somewhere is increasing somewhere online in the Social Universe, where each is weaving their own tapestry with the threads of their network.

You really do want to be one of the threads!

Unless you want to become irrelevant, or unless you can consistently be the low-price provider servicing those who care only about price, then you need to be part of the ‘recommendation chain’. You must establish trust, and the customer must see you as someone more ‘like them’ than a representative of your company.  But, the threshold is high – because in the end, for new customers, you’re going to ask them to do business with you. Being ‘like them’ breaks down some barriers, but it’s not enough.  You must continually add more value in the Social Universe than you expect to get in return.  You’re looking to recoup the return on the influence you have developed online later.

[This is the second in a series on 6 Factors that are transforming B2B Sales in 2012.]

The inexorable rise of mobile device ownership is one of the most significant changes in the business landscape that any of us has witnessed in our lifetimes.  In most developed economies in the world, practically everyone has a cell phone, an increasing number of which are smartphones, and the rapid growth of tablet ownership, pioneered by Apple’s iPad, is the fastest market penetration of any device we have ever seen.

The Mobile Landscape

Unless mobile is a core element of the strategic plan of any business, the business will face severe challenges over the next few short years.  For business strategists, marketers, sellers and buyers alike, mobile is becoming the hub around which business revolves.  And within the mobile landscape, we are seeing pointers to an app-centric (native or web-app) smart device with a slick user interface and multi-touch gestures as the horizon to which we are all heading.

As I write this in early 2012, it is not unreasonable to ask whether Nokia or Research in Motion (the makers of Blackberry) will survive the hyper-competitive environment that has been thrust upon them by Apple and Google (Android) devices.  Formerly titans of the cell phone market, Nokia and RIM are struggling to match the ingenuity and velocity of their more inventive competitors.

Nokia, struggling to reinvent its smartphone business around Microsoft’s Windows software, had a loss of €929 million in the first quarter of 2012 as sales plunged 29 percent because of flagging demand for its older Symbian smartphones. The loss, equivalent to $1.2 billion, contrasts with a €344 million profit a year earlier. Sales fell to €7.4 billion in the quarter from €10.4 billion a year earlier. The Nokia president and chief executive, Stephen Elop, said Nokia would accelerate its cost-cutting efforts amid what he described as a mixed response to its new Lumia smartphones with Microsoft.

For Research in Motion, it is difficult to see how they will survive as a standalone entity.  RIM’s stock declined 75% in the twelve months to April 2012, and in the enterprise, its core market, it is losing market share at a very damaging rate.  While email, instant messaging, and the other network services RIM provides its customers remain extremely popular with users and respected as first-rate technology, the company has struggled mightily to keep its BlackBerry smartphone and PlayBook tablet products relevant in the face of increased competition from Apple and Google.

The other major casualty of the rise of Apple has been Adobe’s Flash. Flash is a multimedia platform produced by Adobe.  Flash has been the standard for adding video, interactivity, and animation to websites.  According to Adobe:

• 98% of enterprises rely on Flash Player.
• 85% of the most used sites use Flash.
• 75% of web video is viewed using Flash Player.
• 70% of web games are made in Flash.

But in 2010, Steve Jobs had the courage to question the applicability of the Flash technology going forward.  Jobs made waves and enemies when he banned Flash from use on all iOS devices.  iOS is the operating system from Apple.  Jobs was almost unanimously criticized by the industry.

After a largely public battle between Apple and Adobe, the latter capitulated in November 2011 announcing that Adobe is stopping development on Flash Player for browsers on mobile and increasing their investments in HTML5, Apple’s recommended platform.

When you combine all of these data points, you can derive your own picture of how the short-term mobile landscape will evolve.  If you accept my hypothesis that mobile is in fact one of the most significant changes in the business landscape that any of us has witnessed in our lifetime, then you should consider what that might look like in terms of required capabilities for your business and the mobile platforms that will dominate.

In our own business, we’ve committed to delivering our Dealmaker sales performance application solutions in a mobile world; and, it is possibly interesting to relate how our customers’ opinion changed during the lifecycle of our mobile project.

In late 2010 and early 2011, when we first discussed with our customers their need for an iPad enabled Dealmaker, the interest level was only moderate.  Our customers indicated that they would indeed be looking at it in the future – but that it was not generally a topic that was urgent.  We listened to our customers, but also listened to our gut instincts. We took a view that if we wanted to maintain our leadership in the sales performance application marketplace, that we should invest ahead of the (mobile) market demand, and trust our instincts.  So we ploughed ahead with the technology investment to deliver a HTML5 based web-app that would operate equally well in a web browser on a laptop as well as on iOS (from Apple) and Android (from Google) mobile platforms.

Dealmaker is a complex product with a broad range of capabilities that help sales organization to sell smarter – to win more sales opportunities – through intelligent sales process, automated deal coaching and collaboration tools, and to manage better – through accurate sales forecasts, predictive sales analytics and deep account planning and management methodologies embedded in the software.  We decided that if we were to deliver Dealmaker on a mobile platform, then should go “all in” and provide all of these capabilities in the hands of the mobile sales worker.  This was not an insignificant task.

When we first showed Dealmaker on an iPad at a customer event in November 2011, our customers were very impressed with the capability, but were singularly unimpressed or surprised by the fact that we had undertaken this initiative.  These were many of the same people who, just nine or twelve months earlier, had expressed just tepid interest in mobile solutions for their sales teams. It was a  lesson in product management and the need to balance customer input and market research with informed vision – and we were happy that we had made the right decision.  During 2011, mobile solutions, almost surreptitiously, became a baseline requirement – fueled by a ubiquity that caught many people by surprise.

The evolution of the mobile-centric economy

At the end of 2011 there were just over 327m mobile subscribers in the US.  That’s in a country of 315m people.  What are they doing with those devices, (apart from following Lady Gaga on Twitter)?

Well, for most of us, our mobile device has become an extension or part of who we are, plugged in, and always on, in an increasingly connected network.

In the first three months of 2012, Verizon Wireless, the largest cellphone services in the US, reported that fewer customers joined its service compared to the same period in 2011.  The predicament for carriers is that because most people who want a cellphone already have one, their subscriber growth has been anemic. That was the case for Verizon, which said it added 734,000 subscribers in the first quarter, 16 percent fewer than a year earlier.  However, Verizon still managed to post a profit of $1.7 billion for the quarter, largely because of the fees that customers pay to watch videos, browse the Web or play music over Verizon’s network on their smartphones and tablets. Revenues generated from mobile data services were $6.6 billion, up 21.1 percent.

According to estimates by Cisco, by 2016 there will be 10 billion mobile Internet devices in use globally in a world where the population is projected to be 7.3 billion.  In that same time-frame, smartphone traffic will grow to 50 times the size it is today, according to Cisco. To cope with this increasing demand, all the carriers say that they need more spectrum, the government-rationed radio waves that carry phone calls and wireless data.

As an example, in Verizon’s case, to get more radio waves, they made a deal in December 2011 to buy spectrum licenses from a consortium of cable companies including Time Warner, Comcast and Cox Communications, for $3.6 billion. (T-Mobile USA and Metro PCS, smaller wireless carriers, have urged the Federal Communications Commission to block the deal, claiming it would put too much spectrum in the hands of the nation’s largest carrier.)

And just in case we were unsure about mobile being the hub of future Internet traffic, Facebook paying $1 Billion dollars for Instagram is another data point to consider.  The three-day sprint to the deal started on April 5, 2012 when Mark Zuckerberg, CEO of Facebook, picked up the phone and asked Kevin Systrom, CEO of Instagram to meet. At the time, Systrom was just hours from signing a deal for a $50 million venture-capital investment that would put a $500 million value on his company, which had just 13 employees and no revenue.

Instagram makes a smartphone “app” that lets people take photos, dress them up with special effects, and easily share them with friends. In the first three months of this year, its user base nearly doubled, to about 30 million, the company said at the time. After Instagram released a version of its app for phones powered by Google’s Android software on April 3, the user base shot up again, to around 35 million at the time of the Facebook deal.

Mark Zuckerberg was particularly concerned when he saw millions of people signing up for the Android app, people familiar with the matter said. One concern: Facebook was falling behind in mobile as younger start-ups were innovating more quickly.

Knowing your mobile customer

The market that we serve is business-to-business (B2B) sales organizations. The promise we make is that we can help our customers to increase revenue and gain more predictability in their business through our Dealmaker solution.  We believe the unique value we deliver is the result of combining two disciplines; (1) intelligent software applications and (2) deep sales methodologies. Innovation is at the core of our efforts and the Dealmaker intelligent software platform is the engine driving revenue growth for our customers.

To deliver on our promise, it is critical that we can view the market through the eyes of our customers – and in the context of mobile, we need to understand how our customers themselves can deploy mobile solutions, and how their customers are using mobile in their day-to-day interactions.

If you are a sales person, sales leader or business leader, then you should join me in seeking a deep understanding of how to make your sales person’s interactions with their customers more effective. How will she and her customer communicate, learn, and engage, both internally and externally?

The short answer is that the business world in which they operate is: always on, increasingly connected, and peppered by frequent interruptions.

Attention span is short.

Instant gratification carries a premium.  Information is plentiful, but effective analysis of that information is lacking.

Yesterday’s news is a valueless currency as we use our mobile devices to learn about business happenings, world events, and personal activities in a torrent of up-to-the-minute information flow.

- o – o -

A business thrives when it can influence its customers’ thinking in a positive way.  In order to do that, the business must first understand how the customer wants to interact, before the sales cycle, during the sales cycle and after the sale. To change the mind of the customer you first need to get inside it, and understand what is important to the specific profile of target buyer that you seek to influence.

According to Pew Research, smartphone usage in February 2012 is most prevalent among the 18-29 age group, 66% of whom own a smart phone, followed closely by the 30-49 age group (59%).  Other key indicators of smartphone usage are the level of household income where smartphone penetration is at 68% among the $75,000+ income group; 60% where users are college educated; and men (49%) slightly outpace women (44%) when it comes to smartphone adoption.

The accelerating pace of change

And as I mentioned earlier, the pace of change continues to accelerate. Looking just at the last ten years, we can observe the rate at which different technologies were adopted.

Starting with Apple’s iPod in 2002, it took nearly a year for Apple to reach the milestone of a million units shipped. RIM’s Blackberry actually outpaced the iPod in 2002 reaching that threshold in 300 days.  In a continuing move towards increased mobility, the world embraced netbooks in 2007 and bought one million units in just six months.  The time to achieve this level of penetration has continued to shorten and Apple’s iPhone took just 70 days in 2007.

When the iPad was released a whole new market opened up and in just one month, a million users were experiencing  new ways to consume information, browse the web and interact online.

The tablet phenomenon has outstripped everyone expectations. At this point in time (April 2012), 20% of all US adults own a tablet device. Propelled by an unparalleled user experience, increased bandwidth availability, and a drive for instant access everywhere, tablet ownership almost doubled between December 2011 and January 2012.

When the iPad 3, or New IPad as it was called, was released in March 2012, Apple shipped three million units in the launch weekend, making the time to reach a million less than one day!

The number of iPads now been sold by Apple is outstripping laptops sales from any of the traditional manufacturers.

Conclusion

As we reflect on how to equip our sales teams to interact with their increasingly mobile customers, we need to consider how they learn, how they use our business systems, collaborate, and communicate; all through the lens of a mobile worker.  Using an iPad (or other tablet) in a sales meeting changes the dynamic of the meeting. The psychological barrier that accompanies the traditional sales person presenting from behind the lid of a laptop goes away. Customers become involved and reach for the sales person’s iPad to run the presentation themselves, or, in a software demonstration, they often want to take control and see what happens as the swipe, tap and pinch.

Workers leave their iPad sitting around on their kitchen table, always on, always connected, a portal to their corporate information systems, their daily news sources, or their learning environment.  Skype or Facetime calls from iPads, iPhones or other similarly equipped devices puts video interactivity just a tap away, and new and more intimate communication norms are emerging.

As you develop your strategies for your sales force in 2012 and beyond, I’d encourage you to ask yourself if you’ve considered whether you’ve adequately factored in this unstoppable force.  Are all of your systems fully mobile-ware? Can new hires learn about your company, your products, your customers, and your target market from their mobile device?  How much have you thought about the shortening attention span of learners and users alike that accompanies the mobile mindset? When your managers seek to support and coach their direct reports, can they find the information they need on their mobile device, and collaborate with them in that mode?

Most new technologies go through two phases of adoption; the first is when we find new and better ways to do things that we already do, and the second – and definitely more exciting phase – is when we uncover things that we can now do that we could never do before.

Now is the time to Carpe Tabulam – seize the tablet.  (I’m sure the Latin scholars out there will correct any inaccuracies in my grammar.)

As ever, I’d welcome your comments.

[The next post in this series will explore the impact of Social Networks on selling.  If you want to be notified of new blog posts you can always subscribe at the top right of the blog here, or follow me on Twitter @dealmaker365]

I recently had the privilege of speaking at the Sales 2.0 Conference in San Francisco.  My session – entitled Six Factors that are Transforming B2B Sales – seemed to strike a chord.  Over the next few posts I want to recount the thoughts I shared and get your views.

I started my presentation with a perspective on the current landscape and the environment in which we all seek to survive and thrive.

– o – o – o – o – o –

Do you ever have one of those days when you get up and hope that just for one day nothing changes?  Sometimes it feels as if we are barely hanging on, buffeted by a torrent of innovation and evolution.  But maybe today will be the day when you won’t have to adjust or adapt, reorganize or rework …

But, I don’t think so.

Things are happening more quickly than ever.  In the next 30 minutes;

• 700,000 apps will be downloaded from the AppStore,
• Users will spend 146 days on Facebook – yes, in the next 30 minutes – think about that, and
• 21,000 new Twitter accounts will be created

“But wait”, I hear you say, I’m concerned about B2B sales – should I care that Lady Gaga has 20 million followers on Twitter? (That’s about one person for every 20 people in the US, or one for every 400 in the world.)

I think we can learn from this – not just from the fact that Lady Gaga has 20 million Twitter followers – but the overall metamorphosis of human interaction that we are witnessing first hand. Because, if we observe carefully, we will see that consumers are often the first to travel the journey that businesses subsequently follow.

Consumer Behavior is a Predictor of Business Behavior

Consider the changes you’ve seen in business over the past 10 years – particularly when it comes to technology – and you will notice that consumer behavior is always a good indicator of what will happen in the business world.  Trends that you see in B2C interactions are usually followed by similar engagement in the B2B world.

As an example: Consumers were the first players in the App Economy, downloading applications from Apple’s  AppStore, only to be followed by businesses that are now both distributing and consuming applications in this self-service model.

In the software world, online application stores from new-economy players such as the AppExchange from salesforce.com, and Google’s Marketplace, now sit alongside offerings from the traditional software companies.  SAP provides the Ecohub that it describes as ‘the community-powered online solution marketplace that is your trusted source for discovering, evaluating, and buying solutions from SAP’.  Microsoft – who for a long time might have been accused of fighting the subscription economy – now has it’s own Marketplace where, as of March 2012, provided 70,000 apps, and looking to one of its main business application areas, Microsoft has made considerable investments in the Microsoft Dynamics Marketplace where it serves up ERP and CRM solutions.

HP and Oracle also jumped on the appstore bandwagon, both unveiling platforms (in late 2011) designed to help others get their own app store initiatives underway.  HP’s Storefront Portal offers a framework capable of enabling two-sided business models: wholesale and retail.  Oracle announced its own Digital Store platform, designed to help service providers manage the complete content lifecycle, spanning content submission, test and approval and storefront management of their app stores.

In April 2012, Amazon.com’s Amazon Web Services business, facing looming competition for its business of renting online data storage and computing, announced a store where customers will be able to rent business software from a number of third-party providers, including I.B.M., Microsoft and SAP. The offering appears to be something of a blend of the software as a service, or SaaS, business of companies like Salesforce.com and NetSuite, and the mobile app stores popularized by Apple and Google. Like SaaS, customers are renting their software, and can easily discontinue use in favor of another vendor, something much more difficult using traditional packaged software. And like an app store, the AWS Marketplace has several vendors, plus a means of discovery and comparison among products.

Think about this: Not all consumers are B2B buyers, but all B2B buyers are consumers. As if by osmosis, people are conditioned to new ways of thinking by the interactions they have as consumers, and begin to expect similar capability or convenience in their business connections and interplays. And it happens without any one noticing; incremental changes in behavior and expectation, satisfaction and dissatisfaction.

The fact remains that all business people – including both sellers and buyers – are consumers, and the lessons they learn in ‘consumer-land’ shape their thinking and expectations in “business-land’.

Consumers, salespeople and B2B buyers are changing, and not just in a small way. It’s almost as if we are seeing a remodeling or metamorphosis of the rules of both intrinsic and extrinsic behaviors before our eyes.  If we take the time to step back for a minute we can observe continuous evolution.  It is evident in how people connect, communicate, and collaborate, their quest for visible progress and feedback, their limited attention span, changing personal motivations, unusually peripatetic career paths, a desire for increased autonomy and self-mastery, actions more redolent of entrepreneurialism than traditional workplace obedience, a preference for where and how they work, an expectation or demand for an array of tools to apply, an acceptance of disruption and interruption, and a predilection to disrupt and interrupt.

If you’re hoping that today will be the day it doesn’t change, then I expect you are out of luck, and the best you could hope for is that the rate at which change is happening will find cause for pause, and you might get a chance to catch your breath.

On the other hand, you could choose to embrace the change, and be part of it, seeking new ways to do the tasks that are perhaps mundane or not operating optimally, and then – and here is the exciting part – you might find that there are new opportunities emerging that you never thought possible.