SCMI in Action: Construction Industry

A Canadian company has decided to assess the health of its sales culture with the Sales Culture Maturity Index offered by TALENTUUM.

More than 100 employees have completed the online questionnaire. Here is the CEO’s comment following the results presentation: “This is exactly the picture we were looking for all Canadian subsidiaries.”
The SCMI assessment was indeed very revealing for senior management. Among other things, it showed that most respondents felt relatively accountable for contributing, directly or indirectly to business development.

Despite such good news, Senior Management decided they could not settle for a National SCMI result of 2.52 placing the organization in Limited Opportunities Mode. Therefore, they will now use the critical input provided by the Sales Culture Maturity Index to implement concrete and targeted actions within each branch. Because of the SCMI, executives can now focus their efforts on four specific dimensions: Management / Coaching, Sales Process, Learning Process and Communication Process.

A second SCMI assessment is panned in 2014 to assess the progression of the sales culture.

One thing is certain, the company has taken the first steps to bring about a sales culture that will invitemaximise the contribution of all employees to the business development process.

You want to get your own SCMI analysis, contact TALENTUUM at (514) 697-2542 or visit


Video – Evaluate your sales culture


The SCMI (Sales Culture Maturity Index) is a diagnostic tool essential for any organisation wishing to identify ways to transform the sales culture within their organisation.

It can be completed in less than 18 minutes and reports are usually available within 48 hours.


Did You Know that Talentuum Offers Several Assessment Tools?

Talentuum actually offers SIX powerful tools to identify with precision the strenghts and area of improvement in your organisation.They are the Sales Culture Maturity Index (SCMI), Prevue, SCA, MAP, SSI and the ROI Methodology. Visit the to download sample reports and get more information.

Louis Larochelle
Vice-president Professional Services
(514) 697-2542 ext. 205

At Last, a Sales Culture Maturity Index!

In recent years, TALENTUUM conducted numerous projects during which we observed several deficiencies regarding the sales culture. Here are some examples:

  • Many people believe that business development is only the responsability of vendors or partners.
  • Few organizations encourage and recognize the contribution of their people in the business development process.
  • Presence of one or more “sales prevention” departments of (eg. “Tell your client …”).
  • The sales process is often informal.
  • If it is formal, it is seldom known by those who are not directly involved in sales.
  • Many people do not know when and how they can contribute to the sales process.
  • Sometimes people do not know what their organization sells and who are the buyers.
  • Within many organizations, only few references come from inside the organization.
  • Several organizations have very basic tools to estimate the potential future income (sales funnel).

In addition, a study produced by John Kotter, published in his book Corporate Culture and Performance (1992), clearly indicates that companies having a culture of performance, get much higher financial results than those with no culture of performance. The table below provides some proof:

The birth of an innovative index

Kotter’s results as well as our own research efforts have led to the creation of a unique assessment tool: the SCMI (Sales Culture Maturity Index). Using an online questionnaire, 12 specific dimensions are measured. See table below:

Why measure your SCMI?

Many companies that have submitted their employees (sales, sales support, etc.) to the SCMI questionnaire could quickly identify the dimensions that need improvement. In addition, one of these companies told us about major outcomes obtained after the implementation of some recommendations coming from the SCMI analysis. The table shows examples of actual outcomes:

Such results are common for companies that have used the SCMI to transform their sales culture. If you also want to perform an SCMI analysis to quickly identify areas of strengths, concerns and weaknesses in terms of sales culture, and then transform or improve your sales culture, contact TALENTUUM.

Download the SCMI brochure at

Louis Larochelle
Vice-president Professional Services

CFOs have to evaluate the value of investments regarding HR, quality, marketing and technology

According to the ROI Institute, there is growing evidence that the CFO is becoming a more powerful force in organizations. The Economist labeled 2009 as the year of the CFO. This impressive publication views this position as the most important executive who will steer organizations out of the recession, and help ensure the value is there in the future in all the functional processes. There is additional research that suggests the CFO is more directly involved in various functions that were not normally connected. For example, Gartner research shows that more chief information officers (CIOs) and more human chief human resource officers (CHROs) are reporting to the CFO. In the meetings and events industry, surveys continue to report more meetings and events functions are reporting to the procurement function which is sometimes under the finance and accounting function.

CEOs are desperately trying to understand the value of many of their expenditures. Traditionally the concept of ROI has been used for capital investments. These days, only about 15 % of companies’ expenditures are actually capital expenditures. Most of the expenses occur in human resources, quality, marketing, and some technology. Therefore, it has become logical for the CEO to ask the CFO for assistance in showing the value in their non-capital expenditures. For many firms, the largest single expenditure is the cost of people, yet many executives don’t know the value of investing in people.

CEOs’ requests about performance evaluation of the HR, quality, marketing and technology functions will not decrease since a recent study, carried out by the ROI Institute in the United States to survey CEOs of Fortune 500, reveals that 90% of CEOs need business impact data connected to L&D, but only 8 % percent receive it now. Also, 74 percent of CEOs need ROI data for L&D, but only 4 % have it now.
Just like the ROI Institute, Talentuum think that it is a trend which will continue. Consequently, companies and public organizations will sooner or later have to put in place credible and consistent tools to evaluate the performance of processes and programs associated with human resources, marketing, quality and technology.

Louis Larochelle
Vice-president Professional Services