Confession of a technology junkie: I was a late adopter of the iPod. Even though I bought a first generation iMac, bought a 128MB USB thumb drive when they were $100, heck – my family had Prodigy in 1987, I couldn’t bring myself to buy an iPod. But I finally broke down and got a first generation iPod mini (remember those?), and I’ve been addicted to it ever since.
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I have been intrigued lately by articles and blog-posts commenting on whether Sales Enablement is truly a new idea, or if it is just a re-hash of old software categories (e.g. knowledge management) that have seen their day come and go. There are some very smart people on both sides of the discussion, offering points that make sense and certainly make for some good discussion back and forth. On this whole topic of the space and its highly-debated “newness”, I have one simple thing to say… “Who really cares?”.
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A lot is being said lately about “Tribal Knowledge” in the workplace. Recognizing that a range of resources go into communicating a company’s value, differentiation and brand, more and more organizations are getting into the mindset of “How can we tap into the great knowledge that exists across our company and make that available to everyone?”
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John Caddell recently wrote an article for the Marketing and Strategy Innovation Blog, entitled, “To motivate front-line employees: don’t just thank them, use their insights.” In it he posits that many companies are still relying on motivation methods that are top-down (i.e. a congratulatory call from the CEO) or prone to hyperbole (“Great job!” or “we can do it!”).  Cadell suggests that companies take a different approach: instead of top-down methods, demonstrate that you truly value employees by using their insights:
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