The Public Sector BDM exist to drive sustained business performance and execution in Public Sector within a subsidiary\/region. They are responsible for driving high level engagement and sales with government, educational, health and other publicly funded entities. The Public Sector BDM adds value by providing the strategic direction and leadership for all aspects of the Public Sector Business within the specified government accounts to maintain focus and\u00a0quality\u00a0of\u00a0delivery. The overall health of\u00a0the business\u00a0and the success of the strategies implemented by the Public Sector BDM are assessed through realization of the targeted business results (revenue & scorecard) and targeted customer & partner satisfaction results (NSAT\/CPE). The Public Sector BDM also participates in creating the MS Citizenship strategy definition and roll-out within the area, and is accountable for PS specific Citizenship topics.<\/p>\n
HOW DOES THE PUBLIC SECTOR BDM ADDS VALUE? HOW IS THE PUBLIC SECTOR BDM UNIQUE FROM OTHER ROLES?<\/strong> 1. Sector Industries, which in many cases differs from the Commercial market in terms of Licensing and procurement practices, policies and certification decisions and partner channel incentives.<\/p>\n What are the key initiatives and challenges facing the Public Sector BDM over the next 6 months to 3\u00a0years?<\/strong> KEY ACTIONS:<\/strong> The Public Sector\u00a0BDM role\u00a0is responsible for the overall health of specific the Public Sector business assigned within his territory. This includes driving the targeted business results (revenue & scorecard), customer & partner satisfaction results (NSAT). The Public Sector BDM is expected to develop and implement strategies that drive sustained business performance over time.<\/p>\n How does the Public Sector Lead role drive toward these results?<\/strong> The Public Sector\u00a0BDM role\u00a0works with the following internal resources:<\/strong>
\nThe Public Sector BDM adds value by:<\/strong>
\n1. Understanding Microsoft\u2019s corporate Worldwide Public Sector strategy and developing the appropriate local implementation through effective prioritization based on local market dynamics.
\n2. Developing a\u00a0business plan\u00a0that contributes to the overall subsidiary\/region strategy and collaborating effectively with the subsidiary\/region leadership team(s).
\n3. Leading a consistent and predictable business where team members are enabled and empowered to perform their best.
\n4. Leading and ensuring orchestration across all Microsoft and partner assets in order to create optimal PS growth. Ensures coordination and collaboration at the regional, global and corporate levels (LCA, CSI, HSG, ESA, BG\u2019s) to ensure cross group collaboration to address PS\u00a0opportunities\u00a0and challenges.
\n5. Providing vision and leadership for customers and partners with regard to Microsoft\u2019s technology roadmap and the impact of that roadmap on the market, customers, and partners.
\n6. Initiating and driving specific competition programs that are unique to the Public Sector market (Open Source, Government Procurement preferences, Google, Oracle, IBM etc).
\n7. Build strong and sustaining relationship with the Federal or Central Government of English speaking West Africa Countries by strengthening Microsoft\u2019s technology\u00a0adoption\u00a0in these countries e.g Gov. of Ghana, Federal Government of Nigeria (FGN), Liberia, Sierra Leone and Gambia.<\/p>\n
\nThe Public Sector BDM is unique in:
\n1. The Public Sector business within a local geography covers 4 Industries, Government, Public Safety\/National Security, Health and Education through knowledge of these industry\u2019s business pains and the ways in which Microsoft offerings can help our customers overcome their challenges and impact their respective businesses (Citizens, patients, students).
\n2. The Public Sector BDM is responsible for enabling Microsoft strategies and initiatives across EPG, SMSP and Education within the local subsidiary\/region, and thus has a broader scope of responsibilities than some other roles.
\n3. The Public Sector BDM participates in creating the MS Citizenship strategy definition and roll-out within the area, and is accountable for PS specific Citizenship strategies.
\n4. The Public Sector BDM is responsible for driving subsidiary policy and certification decisions that will ultimately result in a net favourable result for Microsoft (via the NTO, LCA, CSI communities).
\nThe Public Sector BDM is able to provide customer and partner insight specifically related to the Public<\/p>\n
\nThe key initiatives and challenges facing the Public Sector BDM are:
\n1. Elevating the conversation with Public Sector Leaders & Influential.
\n2. Building and driving a country plan for specific priority countries that is evolving and encompassing of all ICT needs within that country.
\n3. Driving Microsoft\u2019s Education offerings to Institutions, Educators and Students.
\n4. Continuing to drive the organization\u2019s sales effectiveness in order to\u00a0sellbroader and deeper into Microsoft\u2019s Public Sector customers (e.g. tier 1 and industry\/LOB solutions).
\n5. Evolving the sales organization to\u00a0sell\u00a0software and services, including Microsoft\u2019s cloud offerings.
\n6. Managing and developing the organization to position the subsidiary\/region for growth through process and sales excellence for EPG specific accounts.
\n7. Developing an organization that grows and develops a diverse and deep talent pool of sales and sales management professionals while maintaining a hiring pipeline of talent to meet future growth objectives.<\/p>\n
\nDrive sales within segment to consistently meet or exceed revenue results.
\nDevelop the all-up subsidiary\/region PS strategy for the short-term (fiscalyear) and beyond (3\u00a0years\u2019 out) based on analyses conducted and working sessions with the Leadership team in subsidiary\/region
\nDrive excellence in execution in our core PS sales priorities.
\nMaximize the impact of our industry solution execution.
\nUse competitive, customer, and industry knowledge to increase customer segments and partner breadth, help them\u00a0respond\u00a0to change and grow PS Market share.
\nAnalyze and understand the extent of the change needed for the PS team to execute against the strategy and work with the Sales Excellence Lead to put tactics in place to drive the change. Execution efficiency measures \u2013 utilizing tools, processes, people efficiently (IR reports, pipeline close rates, etc).
\nManage risk taking and change leadership which results in large-scale results for sales subsidiary\/area, segment, or industry.
\nOrchestrate events to communicate PS corporate strategy and discuss its cascade (and applicability of goals to local market) for the entire Public Sector team.
\nSpend time with analysts and in executive network associations to observe\/listen, and ensure insights are brought back into\u00a0the business.<\/p>\n
\nThe Public Sector\u00a0BDM role\u00a0drives towards these results by:
\nUnderstanding Microsoft\u2019s corporate strategy and goals and then working with his\/her team and peers to develop the appropriate local strategy through effective prioritization based on local market dynamics.
\nEffectively cascading\u00a0the business\u00a0strategy and the associated execution plan and then implementing the necessary rigor to monitor progress against the plan and drive the intended results.
\nBuilding and maintaining customer\/partner executive relationships, having a presence in the community, and a regular rhythm of engagement.
\nPlacing importance on how results are achieved, implementing a coaching framework, and dedicating time to coach\u00a0managers, teams, and individuals.
\nCollaborating effectively with the subsidiary leadership team and ensuring Public Sector is represented in all Subsidiary plans and resourcing allocations.<\/p>\n
\n1. WW Public Sector Leadership Team \u2013 for receiving direction on implementing corporate initiatives, establishing the scorecard and revenue targets, and supporting the overall subsidiary strategy.
\n2. Subsidiary Leadership Team \u2013 to effectively cascade and monitor progress against the defined business strategy, to drive sales effectiveness and customer\/partner satisfaction, to coach and develop, and to prioritize resource needs.
\n3. LCA, NTO, CSI \u2013 to effectively cascade and monitor progress against the defined Procurement Preference and policy strategy within a subsidiary.
\n4. Sales Excellence Manager \u2013 for adopting sales excellence and discipline approaches and providing feedback on what is working and where improvement is needed.
\n5. Subsidiary Services Lead \u2013 to partner on driving the services business and to ensure integrated selling is occurring across services and EPG sales teams
\n6. Subsidiary DPE Lead \u2013 to partner on the developer tool business and developer evangelism.
\n7. Subsidiary Segment Leads (EPG & SMS&P) \u2013 to develop perspective on these business and to work with these leaders as part of the subsidiary leadership team
\n8. Corporate (BGs, WWPS, LCA, Citizenship) \u2013 for RoB calls, executive briefings, executive mapping, resources, escalation, etc.<\/p>\n