HBR article by Brian Halligan, November 20, 2018
Using a flywheel to describe our business allows me to focus on how we capture, store and release our own energy, as measured in traffic and leads, free sign-ups, new customers, and the enthusiasm of existing customers. It’s got a sense of leverage and momentum. The metaphor also accounts for loss of energy, where lost users and customers work against our momentum and slow our growth.
Employee skills. In the “better product” era, when you grew, you added humans, and you placed them in specialized roles. In addition to a sales rep, you created a business development role for pre-sales, you hired a variety of hunters and farmers, you assigned an account rep to manage ongoing business. You hired and trained “I-shaped” employees who could dive deep into a specific domain. Specialists are great at handling specific customer issues. But, when you have multiple specialist roles, it means your customer is getting handed off from one specialist to another. And, if your customer is getting handed off, they are experiencing friction.
sales heroes; Joost d’Hooghe , Kristina Sutton, Luca Morrone, …….