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From Inbox Overload to First Meeting: 3 Ways to Reach Tech CxOs

Tech decision-makers are harder to reach than ever.

Their inboxes and calendars are constantly full, and every tech solution provider is fighting for their attention. Classic sales tactics such as cold calls, automated outreach, and LinkedIn messaging are taking up valuable time and budget.

Today’s B2B sales professionals like yourselves must explore alternative approaches to bypass the noise and connect with the right decision-makers. The goal is to secure the crucial first meeting with decision-makers before your competitors do.

This article suggests three ways to reach the right CxOs without wasting resources and build a consistent pipeline of engaged prospects year-round.

 

Hear from Your Peers: Challenges Meeting Decision-Makers  

  • Decision-makers are being inundated by sales representatives. They can’t even open their inboxes. The same goes for phone calls. – Chief Growth Officer, Bombayworks
  • The market in Finland is quite challenging currently because everyone is trying to reach the same pool of decision-makers. Everyone has something important to tell them. I can imagine how exhausting it must be for those decision-makers. – Sales Director, Kipinä Software
  • Acquisition is our biggest challenge. We need it the most but it’s also the most difficult to get an entry in the first place and then find the right person. In our business, from the first conversation to the signed contracts, it’s a long sales cycle.  – Marketing Manager, Equinix
  • The biggest challenge is to be able to contact somebody that you don’t necessarily know beforehand and who receives many contact requests every day. – Former Country Manager, Trend Micro
 

1. PARTNER UP – LOOK BEYOND LEAD GENERATION

Lead generation tools indeed help with prospecting. But beyond providing basic contact information, you are still stuck with cold calling, sending outreach emails, and hoping for a response. Therefore, it’s crucial to work with partners who eliminate that headache and take you straight to decision-makers. For instance, Management Events helps solution providers connect with targeted decision-makers via 15-minute 1-to-1 meetings.

With Management Events, you can:

  • Bypass the gatekeeper: Management Events’ extensive network and industry expertise connect you with decision-makers and companies who fit your ideal customer profile.
  • Meet decision-makers all year round: Secure at least 25 meetings with decision-maker prospects in just 3 months! Walk into meetings confident you’re speaking with the person who influences the buying decision.  
  • Say goodbye to scheduling meetings: Be supported by representatives who will manage meeting logistics with prospects. All you have to do is show up and do what you do best.
 

We’ve used Management Events’ services from way back for over 20 years. ME is really good at finding these executives that are otherwise hard to reach. Some customers we’ve connected with through ME are huge companies and you would need to speak to so many people before talking to the right ones.

– Marketing Director, IFS Nordics
 

You are capable of booking 1-to-1 virtual meetings and 15 minutes is enough to tell our story, who we are, and why we have requested this meeting and tend to agree on a follow-up. I think that the biggest value is the possibility of getting those meetings booked.

– Former Country Manager, Trend Micro
 

2. SECURE INVITES TO EXCLUSIVE NETWORKING EVENTS

Instead of waiting for decision-makers to come to you, why not go where they are? At in-person events, decision-makers actively scan the market and are open to casual conversations with solution providers. These events are also perfect settings for you to reignite connections with cold leads and discover new contacts.

In addition to pre-qualified meetings, Management Events grants you access to exclusive networking events with C-level decision-makers from top European organizations. These events provide a platform to showcase your expertise and build valuable relationships within your target market. 

Before attending an event, sales professionals should: 

  • Know who’s attending: Request the attendee list and research key prospects. Find their latest interviews, projects, and pain points to start strong conversations.
  • Make a game plan: Shortlist decision-makers you want to meet. Connect with them on LinkedIn before the event to break the ice.
  • Be in the right room: Attend sessions related to your solution. You’ll find engaged prospects who already care about what you offer.
 

On top of the virtual 1-to-1 meetings, the in-person events give us good opportunities to meet people face to face and have a more personal conversation.

– Chief Growth Officer, Bombayworks
 

I had an opportunity to sit down with people in my target group that I actually wanted to meet. It was a very concrete way of showing us that you can get the right people to talk to us.

– Sales Director, Kipinä Software
 

3. EXPLORE BRANDING AND THOUGHT LEADERSHIP OPPORTUNITIES

Getting the attention of decision-makers starts with trust, and trust is built on strong branding and thought leadership. From startups to industry leaders, building trust and credibility ensures you are a top-of-mind solution for your target audience. They may not need your solution now, but they are more likely to come to you when they are ready.

Networking is a great first step to establish trust with your target audience, and to put a face to a company name. If you have the resources, take your branding and thought leadership initiatives to the next level with partners who can showcase your brand strategically at their events.

Working with Management Events unlocks the following possibilities:

  • Get your name in front of decision-makers: Stand out with strategic logo placements at events that put your brand ahead of competitors.
  • Lead the conversation: Host an executive roundtable and discuss key industry challenges with your ideal customers.
  • Take the stage: Secure a panel seat or a 20-minute presentation to showcase your expertise and success stories.
 

Participating in your events as the main partner gives us brand visibility among new connections, which is very surprising for me, as I have been in the industry and these events for multiple years. Our team is active in your events because you have the network and connections to gather the right people.

– Vice President Global Business Engineering, CGI
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Mona Riabacke: How to Make the Best Decisions for Your Business

Decision-making is a critical component of leadership. It’s a skill that continuously needs to be sharpened to lead in an increasingly complex and uncertain business environment. In this exclusive interview, we speak with risk & decision analysis expert Mona Riabacke on the intricacies of decision-making in business, overcoming the top challenges in decision-making, what a good decision looks like, and more.  

 

Mona Riabacke, PhD in Risk & Decision Analysis, has a background as a researcher both in Sweden and internationally. She also worked as a consultant and project manager before starting Riabacke & Co. together with her husband in 2011. She gives speeches, holds workshops, and runs the popular business podcast Beslutspodden. In 2013, her book, Beslutspyramiden – Stegen till bättre beslut, was released and has been published in several languages.  

What was the inspiration behind your book, Beslutspyramiden – Stegen till bättre beslut (Freestyle Decision Making – Surfing the Wave of Information)?

I wrote the book together with my husband and we both have PhDs in Risk & Decision Analysis. After we finished, we started giving speeches about decision-making. I often get the impression that people believe that this knowledge is only beneficial if you’re a business leader. 

We are all leaders of ourselves in one sense, and there is basic knowledge that we can all benefit from when it comes to decision-making. Most books on the market were quite complex and only appealed to managers and business leaders. So, we wanted to write about this topic that we believe is extremely important for everyone in a fashion that is easily accessible.  

A PhD thesis in Sweden is read by a handful of people at best and that’s not how the modern world commonly accesses knowledge. We spent a lot of time thinking about how to present this knowledge in a way that could be read by anyone. When we published our book, one of our daughters who was 9 or 10 at the time read it. Each section is around three pages and has many images so it’s easy to read. Many people have said it’s a good book to read while commuting to work too. 

What is the most common question you get when it comes to decision-making?

The most common question is “How do we make the best decisions?”  

Everyone wants a universal method that applies to all decisions. But I relate that to going to a physician and just asking, “What’s the best medicine for me?” without letting the physician examine me first. Decision-making is more complex than just having one universal rule. We want quick fixes that will make us better decision-makers, but it’s not that easy.  

I think it’s important to ask yourself what your most important decisions are. For those decisions, why are you making them and what do you want to optimize? Also, depending on who’s making the decision, the context is important. For example, is the decision profit-related? Do you need to make the decision quickly? What criteria do you need to prioritize? 

 

What is the hardest part about decision-making?

Many decisions are one-time decisions. The context and the decision itself are not the same if you could go back and do it again. The world changes all the time so we can’t go back and replicate the decision to see whether another option would have been better. 

This brings the question of what a good decision is. Many people instinctively think a good decision leads to profit or good results. A good decision is one where you are as aware as possible of what you’re doing and why, and you have a method to go about it. It’s easier to know what information you need and who to ask for expert advice. However, people often start at the wrong end. They start with alternatives and analyze them. It’s important to be aware of what you’re doing because most of our decisions are made at a subconscious level. 

Emotions also affect how we perceive things. We don’t have an objective view of the world. We don’t see the world as it is, we see the world as we ourselves are. Depending on my education, my experiences, and my needs, I will look at the world from one point of view, and you look at it from another. Combining different perspectives is good when you want to make a more competent, objective decision.  

 

Is the process of combining different perspectives challenging in a business context?

It can be. Many leaders I’ve interviewed said that a number of decisions they face are very complex. The most common method to make complex decisions is to gather people with different perspectives and views. But they also say trying to combine different perspectives is harder than making a decision with people who think the same way you do. In the end, the result is more rational because you have different views. Also, it’s important to be clear about what roles people have in the decision-making process. For example, be clear If their role in the group is to be experts, and whose responsibility it is to make the final decision.   

 

Decision-making in business is a balancing act of being data-driven and instinctive. Is one more important than the other?

It depends on the decision. Data can be very useful, especially in sales and studying people’s behaviors. However, you may not have all the data to make certain decisions. Depending on how important the decision is, perhaps you have to look at some data but also use your experience. The world is constantly changing and there’s a lot of uncertainty, so we can never be 100% sure. That’s why we have to rely on our gut as well. The combination of being data-driven and instinctive is effective. 

In my research, I also found that the more complex the decision, the more we rely on our hunch. You must understand yourself better because we all have biases when we make decisions. For instance, if you don’t like uncertainty, you might subconsciously avoid all the alternatives where there’s a lot of uncertainty. Understanding your strengths and weaknesses, and having self-awareness are important.  

 

Do you find that male and female leaders approach decision-making differently?

It’s hard to distinguish between male and female decision-making. There’s no approach that applies to everyone. However, when faced with hard decisions, my impression is that women often care more about being judged than men do. They consider how people will accept their decisions and what they think to a greater extent. Many women feel that they are questioned more than male leaders, or risk being questioned.  

Generally, men are perceived as bigger risk-takers, and women as more risk-averse, but I’m not sure this is correct. There are several studies of the risk behavior of men and women, often in gambling situations, but how accurate this is in reality is hard to say. I think it’s more of a stereotype, but we seem to react a bit differently under stress and pressure and therefore, again, I think we need both. Personally, I think many women have a broader view when they approach decisions and often take the feelings of others into consideration, especially if it’s a hard decision that not everyone will be happy with.  

However, going back to group decisions, combining people with different perspectives is the best approach regardless of gender. But we need to look at facts at the same time. There are much fewer women in leadership positions compared to men. Why is that? The question is quite complex, but I think many women feel they have to make sacrifices they’re not happy with. But there’s also a shift in how today’s women see themselves compared to women in my generation. So, I hope to see more female leaders in the future.  

 

*The interview answers have been edited for length and clarity. 

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How to Unlock the Power of AI in Enterprise Architecture 

AI is transforming every facet of an organization’s operations, and enterprise architecture is no exception. AI has the potential to revolutionize the way enterprise architects drive business growth in their organizations. According to a PayScale study, today’s enterprise architects are expected to have strong AI and business intelligence competencies. In this article, we explore how AI can assist common enterprise architecture tasks, the role of enterprise architects in AI adoption, and how AI can be harnessed to create an agile enterprise architecture.  

 

How AI Can Support Enterprise Architects 

 

A report by Bizzdesign lists the following as top priorities to drive enterprise architecture forward:  

  • Improving communication about how enterprise architecture adds value to organizations (56%) 
  • Accelerating the development of enterprise architecture processes (50%) 
  • Delivering more strategic insights (41%) 
  • Getting more support from senior management (33%). 
 

AI presents viable solutions to realize those priorities and boost the organizational impact of enterprise architecture. Here are areas where AI can be applied:  

 

Getting enterprise architecture projects off the ground 

The early stages of an enterprise architecture project are crucial. Employing AI techniques such as machine learning and neural graph networks can lay a strong foundation for an enterprise architecture program. Without AI, identifying areas for improvement and finding relevant insights can be time-consuming, resource-intensive, and prone to human error. For example, enterprise architects can utilize AI tools to quickly and efficiently analyze large volumes of data to pinpoint areas that require improvement, such as process bottlenecks or areas lacking automation. With a more precise understanding of these areas, enterprise architects can develop a more effective program tailored to their organization’s specific needs.  

Enabling data-driven analysis and decision-making 

AI can help enterprise architects make more proactive decisions by delivering solutions based on data-driven analysis, identifying patterns and trends more effectively, and enabling real-time, multi-source data analysis. For instance, for enterprise architects in the automotive industry, AI can use advanced natural language processing (NLP) to analyze unstructured data, such as vehicle specifications, internal communications, and maintenance logs, to identify key insights and trends. With this information, enterprise architects can make informed decisions about strategies based on the current state of the business, supply chain trends, and production efficiency. 

Reducing enterprise architecture project failure rates

Factors contributing to the failure of enterprise architecture projects include inadequate leadership support, poor stakeholder communication, and a limited grasp of business requirements. However, difficulty managing business complexity is the biggest pitfall with enterprise architecture projects. AI tools can help enterprise architects manage this complexity by providing insights and identifying patterns from large volumes of data from different sources. Additionally, AI tools can proactively identify potential roadblocks that could hinder project success. It can swiftly flag risks and dependencies that might impact project timelines, budgets, or scope. 

 

What are Enterprise Architecture Tools with AI Capabilities? 

 

The enterprise architecture tool sector is booming, with revenues growing up to 30% annually (Gartner). Consequently, today’s enterprise architects have access to a wide range of AI-enabled enterprise architecture tools. It’s important to explore and pilot solutions to identify which tools fit organizational needs and budget the best. Here are examples of readily available tools on the market:  

 
  • Ardoq: Employs machine learning to automatically discover and map an organization’s architecture.  
  • LeanIX: Leverages machine learning to enhance data quality, provide recommendations for application rationalization, and enable predictive analysis. 
  • QualiWare X: Uses machine learning to automate data population, create architecture diagrams, and suggest improvements based on historical data and best practices.  
  • Bizzdesign Enterprise Studio: Employs NLP to understand and process text-based data, enabling users to capture, analyze, and categorize information from documents. 
  • Sparx Systems Enterprise Architect: Integrates NLP for natural language querying of architectural models, making it easier for users to access and understand complex architecture data. 
  • Mega Hopex: Incorporates NLP for semantic data extraction and analysis, as well as interaction with architecture data. 
 

Driving Innovation with Generative AI 

 

A good enterprise architect is both a tech-savvy analyst and a creative thinker. However, the increasing complexity of IT landscapes and the processes that come with it eat up most of their time, leaving little time and energy for strategic thinking. 

This is where generative AI tools come in. These tools can become valuable assets that assist with time-consuming tasks such as creating reports, conducting research, analyzing data, summarizing complex documents, and debugging code. In addition, generative AI tools provide a quicker way to gain insights into market trends, customer behavior, and competition to inform strategic decisions.    

William El Kaim, IT Architecture Director at Boston Consulting Group cites five key areas where generative AI can support enterprise architects: 

  • Reduce the time spent on low-value tasks and enhance collaboration between business and IT 
  • Make enterprise architecture and technology governance more efficient 
  • Use up-to-date IT landscape data to improve the quality of analysis  
  • Design compliant architectures with guided design and automated model generation 
  • Accelerate knowledge transfer, training, and skills gap closure 
  • As generative AI tools like ChatGPT become more advanced, they will no doubt become an essential resource for enterprise architects. As Capgemini Architecture Director, Pascal Espinouse explains:  
 

“Whether it be assisting with architecture design, component selection, or technical documentation generation, ChatGPT has the potential to transform the way architects work. It can ultimately increase their productivity, efficiency, and effectiveness.” 

 

The Role of Enterprise Architects in AI Adoption

 

As enterprise architects are in charge of aligning technology strategies with business objectives, they can have a significant influence on the adoption, implementation, and governance of AI. Here are several initiatives enterprise architects can take on to help businesses adopt AI tools effectively:  

  • Identify where AI can add value: This gives enterprise architects an opportunity to gain a holistic understanding of the organization’s goals, capabilities, and resources. With ongoing collaboration with top management, enterprise architects possess the insights to identify which areas can benefit the most from AI and develop an AI implementation roadmap from there.  
  • Assess technical feasibility and risks: Enterprise architects can leverage their analytical skills here and do a deep dive into the organization’s existing infrastructure, data availability, and compatibility with AI systems to ensure AI is implemented successfully and safely.  
  • Develop an AI governance framework: Enterprise architects have a chance to work together with fellow IT colleagues to define policies, guidelines, and standards for data privacy, security, and algorithmic transparency to ensure the ethical and responsible use of AI throughout the organization.  
 

When it comes to generative AI, McKinsey recommends five key elements that need to be incorporated into the technology architecture: 

  • Context management and caching provide models with relevant information from enterprise data sources. Access to data allows the model to understand context and produce outputs. Caching also stores results to enable faster responses. 
  • Policy management to ensure controlled and customized access to confidential enterprise data assets.  
  • Model hub with trained, approved models that can be provisioned on demand, storing model checkpoints, weights, and parameters. 
  • Prompt library containing optimized instructions for the generative AI models, including prompt versioning as models are updated. 
  • MLOps platform with upgraded MLOps capabilities considering the complexity of generative AI models. MLOps pipelines need instrumentation to measure task-specific performance, such as measuring a model’s knowledge retrieval. 
 

As AI technologies continue to evolve, enterprise architects have a unique opportunity to drive organizational growth and innovation. By understanding the potential of these technologies and their application in different business domains, enterprise architects can design intelligent systems, optimize processes, and foster a culture of innovation. 

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Rob Holub: How Building Connections Make You a Better Leader

Today’s C-levels and senior leadership not only need to have business acumen and technical prowess but also strong networking skills to build connections both inside and outside the organization. In this exclusive interview, media and communications expert and accomplished public speaker Rob Holub shares observations and insights from his extensive career working with business leaders from large companies on the challenges of building connections, the importance of self-reflection, and steps to create meaningful relationships.  

 

We know you’re passionate about human connection and that it’s a focal point in your keynote speeches. What are the key things business leaders should think about before building connections with others?

Connection is a very broad word and field to talk about. The important questions to ask are: Why do you need to connect and with whom? What kind of connections are you looking for as a business leader? Are you looking for a deeper connection? And if so, then why? Is it the superficial connections you’re looking for? Is it trustworthy, meaningful, or authentic connections? 

Generally, business leaders who prioritize connections set a positive tone for corporate culture and promote values like collaboration and empathy. In essence, connections for business leaders are the backbone of effective leadership and contribute to a positive work environment, foster innovation, and build a strong basis for success as well. Of course, that’s the goal of any business leader, to build a resilient organization that can foster long-term success.   

 

Based on your experience working with business leaders, what are their top challenges in building connections with their employees and peers?

I’m self-employed but I’ve worked for big corporations as well and have come across business leaders on different levels.  

One thing I would say is that business leaders with big responsibilities have time constraints. They often have packed schedules. It’s difficult to make time for networking and building relationships actively. Time constraints are a big challenge more than ever before in today’s digital world and overwhelming workloads. So, can you make the time to build connections? Because building connections, especially trustworthy ones, takes time and effort. I think a lot of business leaders don’t have that time or prioritize other matters.  

Authenticity is also a big challenge. From my personal experience working with business leaders, sometimes they were not accessible. As a colleague or employee, I was questioning why that is. To give access as a business leader and have access as an employee or colleague to the business leader is also very important. That can also be a challenge because you think at a certain point on the corporate ladder you don’t necessarily allow that access. But I think in today’s world where hierarchies are questioned and flattened out more, that access should be given in both ways. That connection allows a business leader to be more authentic because they don’t have to pretend to be somebody different just because they meet different people in different contexts.  

And maybe there’s a fear of rejection as well. When you are afraid to get rejected or not be well-received, that can hinder business leaders from actively seeking new connections because they have a certain identity as a business leader, and maybe want to portray or protect their identity in that way.  

The last challenge is digital overload in today’s world. Social media can help you connect and build connections. On the other hand, it can hinder you from connecting again in a more quality way with people as you are just reaching out to the whole world constantly. You’re overloaded and overwhelmed with digital content. I think there’s a risk there to distract yourself as well, and not build connections that are fruitful for your company.  

In a nutshell, I think every business leader should be mindful of their time and energy. In the end, try to leverage your existing network for introductions and referrals as well. Also, practice being present for your colleagues and co-business leaders. This is to ensure meaningful connections, not just quick and superficial ones. That takes presence, time, and energy. 

 

Does being present become more difficult the higher you are on the corporate ladder?

If you’re working for a big company with 1,000+ employees, even if each of these employees wants to connect with the CEO, it’s impossible for the CEO to connect with all 1,000+ employees. The question will be, again, which connections are important to build or to maintain? I agree that because of the responsibility and working a lot on strategic decision-making levels, it will be a question of how much time you have available to do so. So yes, working higher on the corporate ladder will probably be more difficult for you to allow yourself to invest enough time to do so, that could be true for any employee who struggles to find enough time to finish their jobs each day.  

There are also the expectations of authority. Business leaders are expected to exude authority and confidence. This expectation can create a barrier and make it challenging to approach informal conversations with other people and build networks. If you think that’s true, it limits your sense of self. So, a bit of self-reflection and cracking down on some limiting beliefs will help each individual business leader open up. That’s another experience I’ve had many times in my life, in my 20+ years of experience in the professional world where I think I could not access the business leader. So, because they thought they were an authority, they were not allowed to be available.  

One other aspect is isolation. I think that comes with that authority. For example, maybe they have their own office, and they don’t like to keep their doors open, they isolate themselves. That can also hinder the process of building connections. But that is influenced by the whole organizational culture and work ethic.  

Leadership can create a competitive environment; it’s challenging for business leaders to receive feedback. Maybe people working with them or for them don’t necessarily give enough feedback. Employees need feedback from business leaders and vice versa. So, it’s a question of balancing. The business leader is not a business leader without their employees. It always takes both sides, and both can contribute. I would also say never separate those two entities. Always look at them as a connected field of energy. 

 

Does joining a business network like Aurora Live alleviate those challenges?

100%! If you ask me what the tools are for building new connections for business leaders, one of the first things I would say is attending networking events and actively participating in industry events, conferences, and seminars. On the other hand, it’s a good opportunity to meet new people and expand your professional network, as well as share your struggles and challenges with other business leaders. However, do not overdo it because that itself can be a risk to lose yourself and get networking fatigue. 

 

When building connections, why is self-reflection an important skill for business leaders to have?

It goes back to human nature that we probably tend to blame the outside world for the things that are happening around us or to us. That can be the same for a business. So, the topic of self-reflection or introspection is valuable in any field of life, personal or professional. In addition, business leaders need to take responsibility and accountability for their actions. And to take responsibility means to stand up for yourself in good and bad times. I don’t want to generalize, but I think in certain corporate environments, business leaders don’t necessarily take accountability for their mistakes. It takes courage, authenticity, and self-reflection because maybe they think that it’s not their fault. And that’s your job, you need to take that responsibility because your employees can’t.  

When you do that, you become vulnerable. But through your vulnerability, people will see that you have done some self-reflection. It’s not so much about the business leader as a person but that they’re representing a certain vision and values of their organization. Employees need that and if you don’t have that, then it becomes difficult, and it can fall apart. So, that process of self-reflection is very necessary. It makes you more approachable, human, and credible because nobody’s perfect.  

I think just as much as employees want to get appreciation; you need to show it. So, express that gratitude with a simple Thank You note or email, and be a good listener. Listen to your employees, it’s not just up to them to listen to the business leader. So, you need to live up to these human qualities of communication that are effective for your success in your organization.  

 

Can you share a few practical ways to practice self-reflection, especially if you are a busy business leader?

It starts with being mindful, meaning that you observe yourself. You don’t need to take half an hour to do that, it has a lot to do with awareness. Observe yourself as a business leader. How do you communicate with people when you get certain feedback? If you get rejections, don’t blame the other person but ask yourself whether you have communicated appropriately. That’s already a part of self-reflection.  

When I say self-reflection and becoming mindful, I’m not talking about meditation. A good way to start the day with gratitude is a ritual where you thank your employees for contributing to the success of your company. Maybe 10 years ago, people would have said, “This is spiritual crap.” Nowadays, I think people have gained more access to these tools because they are burning out. Employees and business leaders are burning out not because they work too many hours a day. It’s because they’re not getting appreciation, and they are not giving themselves appreciation. They think they need to perform better and that they’re not good enough.  

Self-reflection has a lot to do with self-love. Don’t crucify yourself for certain things. Don’t be too hard on yourself. Again, it starts with exercises of awareness because we always have certain patterns that we repeat in relationships, both personal and business. And we keep asking ourselves why these things are repeating. If you don’t self-reflect and ask yourself why, you will constantly attract the same problems in life. It takes a lot of effort but it’s very rewarding, because once you start to do that and grow, your environment starts to grow the people around you, and you start to change by looking at things from different perspectives.  

It’s also important to keep a certain lightness in your life. We were all children at one point and then we lost the child within us. So maybe remind yourself that you’ve been this child, full of curiosity and loving everything around you, and to bring back that child in you rather than be a tough businessperson who must be perfect. I think that will help you to be more human and accessible to whoever you work with. Be an empathetic leader. I think there are old schools of business leadership thinking that now are getting questioned or washed away with some new schools with self-reflection and self-awareness.  

 

*The interview answers have been edited for length and clarity. 

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5 Tips to Secure Next Steps with Decision-Makers

You booked a meeting with a prospect, hooray!

Securing a meeting with a high-level decision-maker is a significant first step. However, the real challenge lies in turning that meeting into an ongoing conversation and eventually a long-lasting business relationship. How can you maximize your chances even if it’s a 15-minute virtual meeting? It all starts with a well-prepared and engaging introductory meeting. Here are five tips to keep the conversation going with prospects.

 

1. KNOW YOUR PROSPECT, KNOW YOUR PRODUCT

Prepare thoroughly by understanding your prospect’s organization, their goals, and challenges. Personalization goes a long way — 80% of customers prefer companies offering tailored experiences (Epsilon).

  • Take a few minutes to scan your prospect‘s LinkedIn profile and their company‘s website and social media platforms.
  • Identify trending topics and shared connections that can add value to your meeting.
  • Create an agenda for yourself. Having one for your reference keeps you on track and focused.
 

Pro Tip: Thorough preparation signals professionalism and respect for your prospect’s time, creating a strong first impression.

 

2. KEEP IT CONCISE

During the meeting, avoid lengthy introductions or background details. Focus instead on how your solution directly improves their business. One slide with the most relevant insights often works better than an exhaustive deck.

Decision-makers are often juggling many priorities. To secure their attention, take a few minutes to demonstrate how valuable a collaboration will be by relating it to the prospect’s timelines and goals.

  • Tie it to business deadlines: Explain how the collaboration can put them ahead of their competitors by a certain quarter, for example.
  • Highlight opportunity costs: Mention how companies that implement your solution earlier see a 2x ROI compared to later adopters.
  • Identify immediate wins: Focus on quick wins they can achieve by acting now.
 

Pro Tip: End the meeting with an action plan. Conclude with clear next steps and decisions to build momentum for a follow-up.

 

Decision-Maker Perspective:

“If the person meeting me has done their homework so they know something about our company already, it’s always good. Also, when it’s interactive. Because in 15 minutes, a 100-slide PowerPoint is awful. I would say two slides maximum and then open a dialogue with the possible partner. That’s beneficial.” – CISO, Musti Group

 

3. GO BEYOND SURFACE-LEVEL METRICS

Decision-makers likely know the basics about your company from prior research. Don’t waste time rehashing easily accessible information. Instead, offer data-driven insights or perspectives they can’t find online. A Harvard Business Review study reveals that 75% of B2B buyers finalize their decision before contacting vendors. To stand out, showcase your unique value through industry knowledge and real-world successes.

  • Name-drop relevant companies or results: “We recently helped [competitor] increase customer acquisition by 30% in under six months.”
  • Showcase case studies: Share brief success stories or testimonials that align with their situation.
  • Highlight relevant partnerships or industry recognition: “We’ve partnered with over 500 enterprise clients, including [names].”

Prospects also want to know a vendor’s technical capabilities, financial stability, track records, and compliance considerations. Having that information readily available helps you stand out among your competitors.

 

Pro Tip: Showcase your best testimonials and case studies. Include details about the challenges, the process of implementation, and the results.

 

Decision-Maker Perspective:

“Be specific. Given our time constraints, provide a brief introduction, outlining what the solution can do and its relevant areas. Before meetings, I research the company to understand its capabilities and where there might be relevance or potential for a relationship.

During the meeting, I give a high-level overview of the solution’s coverage and then explore any points of interest. In meetings with us, honesty is crucial. Don’t oversell what you can deliver. Let’s engage in meaningful discussions about what is feasible and provide inspiration for potential collaborations.” – Director, Industrial Technology (OT) & Automation, DSV

 

4. DITCH THE SALES PITCH

Instead of a traditional sales pitch, why not go a step further and provide a product demo during your presentation? This makes for a more interactive and engaging sales presentation that includes the decision-maker. A product demo allows you to:

  • Practice active listening and have a two-way conversation with the customer.  
  • Calculate ROI live during the demo and address the prospect’s budget concerns.
  • Cover important features such as user experience, compliance details, and security measures.

Decision-makers are interested in learning about what vendors have to offer, and a demonstration is a clear way to do that.

 

Pro Tip: Answer every question clearly and concisely to ensure your solution is easy to understand.

 

Decision-Maker Perspective:

“Meeting vendors for us is more about understanding what’s available out there. For example, the progress of certain technology among vendors and what they have been implementing.” – CIO, Finavia

 

5. FOLLOW UP DIRECTLY AND RESPECTFULLY  

The meeting doesn’t end when you log off. Following up is essential to maintaining momentum and keeping your conversation in mind. Due to their busy schedules, decision-makers value brevity and clarity. Your follow-up should be concise, respectful of their time, and easy to respond to. A clear, actionable follow-up email increases the likelihood of securing a meeting.

  • Thank them for their time and briefly reference something meaningful from your discussion.
  • Suggest a concrete time frame and purpose. For example: “Can we schedule 20 minutes next Tuesday to discuss streamlining your Q4 goals with our solution?”
  • Provide a few time slot options or use scheduling tools to book a follow-up meeting.
  • If you don’t get a response via email, follow up and connect with them on LinkedIn.
 

Pro Tip: Prioritize building long-term relationships with prospects with securing a follow-up meeting as the first step. If they don’t respond immediately, nurture the relationship by sharing insights or tailored content that reinforces your value.

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10 Things CIOs Can Learn from Start-Ups on Innovation

It is commonplace for CIOs to draw inspiration and ideas from more experienced peers. However, there are many things a seasoned CIO can learn from start-up culture that can be implemented in their own organization and leadership style. In a recent virtual insights presentation, we heard from Hylke Sprangers on Things Enterprise CIOs Can Learn From Start-Ups About Innovation And Disruption. We cover 10 key takeaways from his presentation in this article.  

 
Hylke Sprangers is currently an Executive Director and lecturer at Erasmus University Rotterdam. He worked for 7 years at Talpa Network as Group CTO and board member and was responsible for driving their technology vision, execution, and innovation roadmap. Sprangers specializes in tech strategy, digital innovation & transformation, and platform ecosystems.
 

1. Integrate four dynamic capabilities to manage change and disruption

Sprangers identifies four important capabilities to futureproof companies to benefit from change and disruption: 

  • Resilience 
  • Adaptability 
  • Foresight 
  • Creativity 

“I think creativity is underestimated nowadays because there is a lot of focus on analytical capabilities.” However, each of the four capabilities has its unique function in the futureproofing landscape. “For unknown unknowns, you need to either be resilient or adaptable in your business models and operations as you don’t know what’s going to happen,” Sprangers adds. He mentions COVID-19 as the most recent Black Swan event to impact the business world.  

When it comes to adaptive innovation, foresight, and creativity are much more important. “This is what we call dynamic capabilities, as opposed to operational capabilities needed in your industry or company to run your business,” Sprangers says.  

 

2. Predict trends all year round

“When talking about dynamic capabilities, it’s about the way we see what’s going on.” Here’s how Sprangers categorizes emerging trends. Instead of searching for new trends every year, he distinguishes categories and keeps track of those trends year after year.  The trend categories are: 

  • Trusted Tech: e.g., Cybersecurity, Data Privacy & Sovereignty 
  • Sustainable Tech: e.g., Climate Action, Sustainable Cities 
  • Smart Tech: e.g., Smart Devices, Smart Cities  
  • Immersive Tech: e.g., the Metaverse, Experience Economy 
  • Decentral Tech: e.g., Hyperautomation, Anything-as-a-Service 
  • Autonomous Tech: e.g., Autonomous Vehicles  
  • Human Tech: e.g., Bionics and Prosthetics 

“I encourage all leaders to do some strategic foresight based on these kinds of trends and maps,” Sprangers advises.  

 

3. Get inspired by entrepreneurial leadership

Sprangers defines entrepreneurial leadership as “leadership to empower people to sense and seize opportunities.” He added that it’s always about value creation to benefit society as a whole and not only about profit. There are two modes of entrepreneurial leadership when it comes to start-ups or scale-ups.  

Sprangers refers to the two modes introduced by Andreessen Horowitz, a famous VC in Silicon Valley:  

  • Sensing: Search Mode (Looking for opportunities and finding a market fit)
  • Seizing: Hill-Climbing Mode (Executing and exploiting those opportunities) 
 

4. Be aware of qualities that distinguish entrepreneurs

Out of the 15 leadership principles introduced by Amazon, Sprangers listed the following qualities to distinguish entrepreneurs:  

  • Learn and be curious 
  • Customer obsession 
  • Think big 
  • Ownership 
  • Have a backbone, disagree, and commit 

Based on a study by Timothy Butler where almost 6,000 entrepreneurs and general managers were interviewed, Sprangers refers to three factors that distinguished entrepreneurs:  

  • Thriving in uncertainty: “Are you curious? Are you comfortable with risk? Are you focused on learning? Are you focused on opportunity-seeking?” 
  • Passion for ownership: “Entrepreneurs are driven by a need to own products, projects, or initiatives to have control over the finished product.” 
  • Skilled in persuasion: Entrepreneurs are natural salespeople who communicate their vision effectively to team members and clients.  
 

5. Ask the right questions when hiring entrepreneurial leaders

Sprangers gives examples of interview questions to ask when hiring entrepreneurs based on the three factors distinguishing entrepreneurs.  

Thriving in uncertainty: 

  • Which is more valuable: imagination or analysis? Why? 
  • We decided to launch this product. How could we have done it differently? 

Passion for ownership: 

  • How much of who you are is what you do at work? 
  • Which is a better attitude for a business leader: passion or professionalism? 

Skilled in persuasion: 

  • How does persuading a group of executive peers differ from selling to a customer? 
  • Could you describe an experience when it was important that you changed the opinions of others? 
 

6. Utilize the emergent strategy when it comes to innovation

Peter Drucker famously said, “culture eats strategy for breakfast.” “What he meant was that culture is more important than strategy for a company,” Sprangers explains. 

“And you could also say strategy eats innovation for breakfast.” 

“When you look at innovation, you need to have a strategy on how to differentiate in a world with structural volatility, uncertainty, complexity, and ambiguity. You continuously must innovate.” 

Sprangers explained two strategies for continuous innovation: 

  • Deliberate strategy: A traditional leadership-driven approach. “Leaders will ask, ‘What kind of company do we want to be in the future and how do we get there?’ It’s foresight and planning, and then action. You create a vision and then execute that vision.” 
  • Emergent strategy: The customer is placed at the center of the strategy, and leaders will experiment based on what the customer wants. Based on the action, a strategy is formed. “Silicon Valley companies and start-ups utilize the emergent strategy. They first define a bold vision and end goal. Based on a bottom-up and agile cycle, they constantly experiment on how to get there by putting out projects, products, and new features.” 
 

7. Adopt elements of blitzscaling

Sprangers refers to Reid Hoffman, the co-founder of LinkedIn, for bringing the concept of blitzscaling to the mainstream. “Blitzscaling is the science and art of rapidly building out a company to serve global markets. When start-ups scale fast, we call that blitzscaling.” 

The four dimensions of blitzscaling are:  

  • Growing your revenues: “Start-ups that need to grow rapidly need to look at their revenues.” 
  • Growing your customer base: “Often start-ups first look at their customer base, and only then look at their financial performance.” 
  • Growing your organization: “Many start-ups fail because their organization cannot cope with the large growth.”  
  • Growing your technology: “Your technology has to scale as well when you have millions of online users.” 
 

8. Approach decision-making with intuition

How do start-ups deal with fast growth and execution? What is their decision-making process?  

“We are focused on data-driven decision making, which is actually very good and more objective. But don’t underestimate the gut feeling. Don’t underestimate intuition and emotion as they are large parts of good decision-making,” Sprangers says. 

“Large corporations need to have a 50-50 balance of data-driven and gut feeling decision-making.”  

He adds, “start-ups and scale-ups don’t use data-driven decision-making all the time. Of course, they do it when they test their products, but when it comes to hiring people or scaling the organization, they use heuristics.”  

 

9. Recognize innovation killers

The answer lies in culture and the integration of new business models.  

“It’s more about culture. It’s also important to look at existing business models vs. when you’re going to explore new business models. Because you always come to a certain point where new business model is going to clash with your old business model. You get a lot of restraint or feedback from the people who are still working with old business models. That’s something that you have to carefully look at,” Sprangers says.  

He advises leaders to align the incentives of the people who are still working on old business models with those who are working on new business models. 

 

10. Explore becoming an ambidextrous organization

An ambidextrous organization is an organization that is good at both operations and innovation.  

“Operation is about exploiting your current business model and operations, and innovation is about exploring new innovations and exploring the two together,” Sprangers says.  

He adds that there are several models for how to combine the two. “First, you have to distinguish between the fact that on the operational side, you are more focused on incremental innovation which accounts for 70% of your innovation efforts, and also of the failure that you get from it. On the innovation side, it’s more about new business models or new technology.” 

“So, you’re talking more about disruptive innovation or radical innovation. For example, most companies split those two into separate entities, so they don’t combine it into one organizational entity.” 

 

*The transcript has been edited for length and clarity.  

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Inside the EU AI Act: Exclusive Insights from Lead Author, Gabriele Mazzini

On August 1, 2024, the EU AI Act officially came into force, establishing the world’s first comprehensive legal framework for regulating AI technology. In this exclusive interview, we speak with Gabriele Mazzini, the architect and lead author of the Act, to gain an insider’s perspective on its development. Mazzini offers a behind-the-scenes look at the complex policy-writing process, discussing how various stakeholders were consulted, and how consensus was reached on the Act’s risk-based approach. He also provides crucial advice for business leaders navigating compliance, shares important updates since the law took effect, and discusses the global implications of the Act. Most importantly, Mazzini reassures companies that now is not the time to panic, but to prepare for the future of AI regulation.

 

What motivated you to take on the role of the lead author of the EU AI Act? How did your background in law influence your policy-writing process?

I realized from the get-go that AI policy was fascinating. I have been passionate since the beginning, notably in trying to understand the intersection between AI as a technology and law as a tool to govern technology. I drafted a quite comprehensive paper about the intersection between AI and EU law in 2018, way before the Commission started working on the AI Act. At the time, I was working in a department in the Commission, which was not the department that ultimately led the work on the Act but was mostly focused on the liability implications of AI. We were reflecting on whether the liability regime in the EU needed to be changed to enable AI. My background in law and the study put in understanding the complexity of the intersection between AI and EU law was essential for the work I did afterwards on the AI Act. When working in policymaking as a regulator it is essential to think holistically, especially in a field like AI where implications are manifold and broad and where regulatory action takes the form of a horizontal legal framework, like the AI Act, which applies across all sectors. 

 

How did you engage with various stakeholders during the development process? What role did their input play in shaping the Act?

It’s a privilege to interact with many stakeholders as a policymaker and listen to many different views. You also start seeing how society sees your work, and whether they see opportunities or risks. At the same time, it’s also a major responsibility because you have to make sure that whatever choices you make as a policymaker are grounded on facts and evidence and you have as much as possible an up-to-date understanding and knowledge about the matter you regulate.  

It’s both a privilege and a responsibility. I’ve always interpreted that role with much respect and not as a tick-the-box exercise where the job is done after meeting X number of stakeholders. Consulting with and engaging with stakeholders is much more than that. On an individual basis, I’ve always had an open-door policy from the beginning and was willing to meet with whoever was interested in talking to me. The institution as a whole has of course also engaged with stakeholders in a structured way.  

This goes back to a time when the Act was not even in the conception phase. The Commission started engaging with stakeholders already in 2018 and 2019 when it set up an expert group on artificial intelligence. This expert group was composed of around 52 individuals from different backgrounds, namely industry, academia, NGOs, and civil society. That group already gave a broad perspective on the emergence of AI and the policy implications of AI. They also developed ethical guidelines for trustworthy AI which were not a deliverable of the European Commission but of this separate expert group. That work already initiated a structured dialog between the European Commission and the stakeholders.  

That work was also complemented by the establishment of an online platform (the AI Alliance) where citizens and any interested party could provide feedback and suggestions. Another important set of consultation processes took place after the adoption of the White paper. Before the Commission came up with the actual legal framework, which happened in 2021, it adopted a White paper on AI in February 2020, and this was essentially how the institution tried to identify a number of potential ideas for what could be the ultimate draft legal framework and aimed to catalyze feedback on those ideas. That was also another interesting way we consulted widely with stakeholders.  

 

Can you share any particularly challenging moments during the writing process? How did you balance competing interests and priorities to reach a consensus?

No process is perfect. It’s challenging to deal with a legal framework that is so complex and large and ensure everyone fully understands what you’re trying to do. This is because any stakeholder typically tends to have a peculiar perspective when looking at and considering the policy work that is unfolding, which is linked to the needs and interests they represent. When trying to build something horizontal, sometimes the input you receive from several stakeholders does not necessarily fit the overall picture. So, the skill of the policymaker is to try to merge the narrow focus or perspective into the ultimate goal, which is in this case, a broader framework. 

 

What led to the risk-based framework of the EU AI Act?

It was pretty clear to me since the beginning that regulating any AI application or AI technology as such did not make sense. At the same time, also for those applications that may have deserved to be regulated, it did not seem warranted to establish the same type of rules. Hence the idea of a ‘pyramid’-like approach tailored to the actual use case.  

This idea was quite fascinating because we realized that we did not want to regulate AI as a technology.  

We didn’t want to regulate any AI application as if AI always creates risks. To create a balanced legal framework that does not hinder development and intervenes only when necessary, you need to focus on the application level and the use case. Therefore, the risk-based approach was exactly that solution, because depending on the type of risk that the application would generate, the rules would be different. We identified three risk levels where binding legal frameworks apply, plus a fourth level for which no binding rules are foreseen, but certain forms of voluntary compliance are possible. Of course, this choice was not ‘carved in stone’. There is no ontological value in the risk levels either that could have been articulated differently. But I think it was an interesting and groundbreaking idea. 

 

The EU AI Act officially came into force on August 1st. What significant updates or events have unfolded since then that business leaders should take note of?

The fact that the Act entered into force doesn’t mean it’s immediately applicable. The Act is law, so it is binding, but it does not apply in its entirety until after three years.  

There is a so-called transition period. The first applicable rules that companies need to comply with will be the rules on the prohibitions. The top of the risk pyramid, if you want. The second set of rules is around the general-purpose AI models and will be applicable one year after 1 August 2024. Two years after that, on 1 August 2026, all the other rules of the AI Act are applicable except for certain provisions regarding high risk.  

Business leaders need to understand the timeline in which the rules become applicable.  

What has happened since the publication of the Act is that the administrations, both in the Commission and in the Member States, have started to set up internal processes and structures to ensure enforcement. Business leaders, notably those that may be concerned by the rules applicable to the general-purpose AI models, should pay attention to the work that has already started in developing the Code of Practice at the EU level, i.e. facilitated by the Commission. These Codes of practice should be finalized before the entry into application of the relevant chapter of the AI Act, which means before 1 August 2025. 

Another important fact business leaders should keep in mind is that the Act is not 100% clear on all its provisions. In fact, the European Commission will have to develop several executive actions called implementing acts and delegated acts as well as guidelines and templates for about 70 items. There are still many areas where clarification is needed, which is not ideal.  

Therefore, there is an opportunity for business leaders and companies to shape the process of finetuning and clarifying the AI Act in order to determine the actual extent to which certain rules may apply to them. In other words, it is time to make their voices heard. They should be active in the implementation phase now that the legislative phase is finalized, but  so much is still to be clarified.   

 

With penalties for non-compliance potentially reaching up to 35 million euros or 7% of annual turnover, what immediate steps should businesses take to ensure they are not at risk?

They should not consider themselves to be at the receiving end of a process they cannot influence. Instead, now is a time to engage critically with the provisions, especially when those rules provide a certain margin of appreciation. Companies need to proactively engage with the regulators and suggest interpretations, positions, and ideas to make sure that those rules are applied reasonably and sensibly. This is one of the challenges of regulating technology, where there is a knowledge gap between the regulators and the companies that develop those technologies.  

Of course, it goes without saying that regulators should not be dependent only on the company’s views. Although it was not obvious in our case, especially at the beginning of the process, regulators should invest heavily in having internal deepseated expertise on the matters that it intends to regulate. You need to know what you want to regulate in order to do that well. Only if you have your own technical expertise you can properly engage with external stakeholders constructively, while at the same time retaining the independence of judgment that is necessary to take broader societal considerations into account. On the other hand, those who developed the technology and the products must have a say in suggesting the best ways to comply. This exchange needs to happen. I understand sometimes companies, especially the smaller ones, don’t have the resources to engage extensively with the regulators, but I think at this time when so much still needs to be clarified it’s an exercise that is worth doing. It doesn’t have to be individual companies; it could be industry associations.  

 

Many companies are facing a shortage of AI talent. How do you think this skills gap will impact the successful adoption of the EU AI Act?

Because those skills are rare, companies need to increase their strength in certain AI-related skills. The concern is that, as I mentioned before, companies at this stage may have to invest more in compliance than AI skills. That may impact the company’s ability to compete in the AI space.  

If you spend more money on compliance, as opposed to research and development or AI engineers which are also scarce, there is a risk of imbalance. The same may happen with authorities because they must ensure compliance with all these rules and need to equip themselves with several technical skills.  

I hope this set of rules will be somewhat clarified as soon as possible so that companies can hopefully shift more of their budget to AI skills rather than AI compliance. In my view, the successful adoption of AI in Europe depends on the ability to get this legal framework, and the tools needed to implement this framework, working effectively and sensibly as fast as possible. So there is still important work to do. 

 

Who holds the primary responsibility for implementing and enforcing the EU AI Act within organizations?

It should be a team effort. The Act does not foresee a figure like a data protection officer (DPO) in the privacy legislation. This is not an obligation, so the Act does not require, for instance, a Chief AI Officer in companies. The obligations that the Act establishes are on the economic actor, which is the provider, the deployer, so the company itself. This means that the companies can organize themselves as they wish. The Act gives total freedom to organizations to organize themselves depending on their size. I don’t think there is necessarily only one model. Ultimately, the legal responsibility is on the company. If there is a lack of compliance, the company will have to pay the fine.

 

How do you see the EU AI Act influencing AI regulation in other parts of the world?

There is a huge interest around the world. Since I left the Commission, I’ve traveled from South America to Asia, and I have witnessed a growing interest in understanding this piece of legislation. It’s quite normal in this phase because AI governance and regulation is something that is of interest globally. Governments are wondering how to deal with the ‘AI wave’.  

This interest is also reflected by the collective efforts at an international level. For instance, UN agencies are investing heavily in reflecting on AI governance frameworks. As the EU is the first regional actor to come up with such a comprehensive legal framework on AI, it’s normal that countries around the world are looking with interest at that framework and are asking themselves whether they should get inspiration.  

It’s too early to say whether the Act will turn into a regulatory model for other regions around the world. There is a need to understand whether those choices fit the socioeconomic or legal context in those countries. The capacity to implement a framework like the AI Act also differs from country to country. A legal framework is not just a piece of paper. It requires human resources, skills, funding, and structures to turn it into an effective tool that can achieve the objectives it was designed for. It needs to be managed and brought to life. Not all countries are in the same position, and they would be well-advised to consider questions of implementation and enforcement from the get-go, not after the law has been agreed. 

 

Are there any specific areas where you believe the Act could have a significant global impact?

I hope the risk-based approach can be considered as one of the foundational elements. The idea is to consider AI as a tool that has both benefits and risks and is not necessarily dangerous by its nature. It’s a technology with different risk levels depending on how it’s used. I’d like to see this risk-based approach adopted widely. 

The extent to which certain areas of the AI Act may have an impact beyond EU borders could also depend on certain company choices, especially for companies that sell their products and services in the EU. They may adjust their compliance system to the EU legal framework simply because they want to sell in the EU.  

Those companies may therefore decide to adopt the same or similar compliance structure when selling their products outside the EU. It’s up to the companies whether to have two systems, one for the EU market and one for the non-EU market. It’s not for me to say what is economically convenient for companies. But these considerations may be relevant in determining whether we may see a larger or a narrower adoption of certain areas of the Act. 

 

What are the key trends or developments shaping the AI landscape in the coming years? How might the Act need to evolve to address these future challenges?

It will be interesting to see whether the trend in generative AI will continue along the lines we have seen so far. This trend towards developing larger models that require more data, and more computing power, is based on certain underlying architectural choices. Perhaps intelligence will come from other foundational choices that do not necessarily rely on growing data sets or computing power. This will ultimately shape the investments around creating a technology stack to support this.  

From a regulatory and policy point of view, it’s a challenge to keep regulation up to date, but it’s not impossible. When I think about the AI Act, making sure it’s future-proof was one of my main concerns since the beginning. However, certain choices made after the adoption of the Commission proposal, such as regulating foundation models or deleting the possibility of updating the AI definition, do not necessarily go in that direction from my point of view. We will see whether the Act will be able to stand the test of future developments. 

Currently, I’m more concerned about ensuring the Act works now to enable trustworthy innovation in Europe. This is where the Act will prove its value. It should be applied in a way that is accessible, easy to understand, and provides legal certainty to companies so that they can rely on a stable legal framework and focus on building the products.  

 

*The interview answers have been edited for length and clarity.

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Strategies to Close Sales in the Digital Space

As digital transformation is solidified, business leaders and salespeople are making the best of both virtual and physical spaces for their professional dealings. In fact, HubSpot found that 63% of sales leaders believe that virtual sales meetings are just as or more effective than face-to-face meetings. On the customer side, 75% of B2B customers prefer remote sales interactions over face-to-face, according to McKinsey.

So, while the age-old skill of reading body language to gauge interest levels and finishing a meeting with a firm handshake can still play a part in your in-person sales meetings, the virtual space holds just as much promise.

Sales professionals need to continue honing their in-person skills while building virtual communication capabilities to ensure success. How can you leverage the best of both worlds to make a lasting impression with CxOs and successfully close deals in a digital space?

 

1. NETWORK

Networking is the fundamental tool of any salesperson, but it has evolved in recent years to encompass both physical and virtual events. The refinement of virtual networking has rapidly solved the issue of distance for many professionals, enabling the creation of vibrant digital communities where people can make connections, work together, and share knowledge regardless of location.

Getting involved in different LinkedIn groups, for example, can be beneficial when trying to establish a network of people in specific industries or shared interests. They’re already in the same space, ready to connect with you. This greatly increases the quality of contacts you can make and allows the easier establishment of relationships. Virtually networking also presents a larger opportunity to network with executives who are farther away – allowing you to break into newer markets – and communicate on the go. The digital space gives salespeople the opportunity for a more targeted approach to networking.

it’s important nowadays for salespeople to learn how to bring digital connections into the real world. For example, you could attend in-person networking events and connect with prospects that you’ve already linked with online. Meeting face-to-face after establishing a virtual connection is a great way to strengthen that professional relationship. The same can be done and vice versa – where you meet a prospect in person and continue to strengthen that relationship in the digital space via LinkedIn or follow-up emails.

Adopt a multichannel approach to networking.

 

2. BE ACTIVE IN INSIGHTS SESSIONS

More and more businesses are offering online events now that allow participants from across the globe or a specific target region to come together in a virtual space. From panels to forums, trend discussions, and knowledge sharing by experts – these are all excellent spaces for salespeople to not only to keep up with the latest trends in their market but also to meet prospects.

Of course, there’s no point in attending these virtual events if you’re not going to participate and be heard. As a salesperson, you need to make an impression. When you’re in a virtual space where you are either a tiny little box on someone’s screen or not even visible in the session, the only way to stand out is to speak up.

Ask questions, offer insights, and talk about your own experiences where relevant.

Being engaged in insights sessions with prospects is a surefire way to get yourself noticed. This will translate to prospects remembering you and therefore being more open to talking to you. That’s a foot in the door. From there, you’re free to work your sales charm and get a meeting! This can look like connecting with other attendees on LinkedIn who were vocal during the session by commenting on their questions or insights. Share your thoughts on what they said and start building a relationship with potential new prospects.

 

3. BE AN EXCELLENT LISTENER

Once you’ve connected with a prospect and secured a meeting, you must continue bringing your A-game. As a seasoned salesperson, you understand the value of listening during a sales call. Online, you don’t have the ability to properly read body language. This leaves you with the alternative of clear and precise communication which can only be achieved with active listening.

When you listen to your prospect with empathy, you will be able to ask the right open-ended questions to generate better discussions in your sales meetings.

At the end of the day, people want to buy from those they trust and who they feel care about their well-being, understand their pain points, and actively seek to alleviate their concerns. This is the same both offline and online. Work at creating a lasting and memorable impression of yourself as a valuable business asset to your clients, not as a salesperson.

Once you learn to effectively build trust by asking the right questions and matching their answers to your solutions, you’ll find that deals will flow like wildfire even during trying times.

 

4. MAINTAIN CONFIDENCE

Confidence in sales, whether face-to-face or online, will always stand to have the most chance of securing a deal. As businesses start to emerge on the other side of a pandemic – and are navigating an accelerated digital transformation wave– it is natural to uncertain in unchartered waters. CxOs may be more cautious with their investments and business strategy. As a salesperson, your job is to try and cut through that hesitance.

An effective way to maintain your confidence is to plan out your meeting agendas and have a strong closing prepared when networking or during sales meetings. A well-thought-out closing strategy will help greatly in calming your nerves and being prepared for both expected and sudden client situations.

As per The Ultimate Guide To Closing The Sale by Resourceful Selling, be a top seller by “remaining upbeat, even when dealing with pessimistic prospects.”

“[Top sellers] don’t feel bad for themselves, even when a sale fails to close. They maintain enthusiasm by repeating positive affirmations to themselves, such as, ‘I will close the sale because I have the best product.”

 

5. BE PREPARED TO HANDLE OBJECTIONS

You are probably familiar with objections. Facing these online can seem daunting, given the lack of body language cues and the ability to turn on your sales charm for prospects. However, learning to handle sales objections online can save you a lot of grief and time.

A key factor in successfully turning around objectives is to be prepared for them, especially since virtual meetings with prospects tend to be short. However, the added benefit of virtual spaces is that you can instantly pull up relevant information, stats, or case studies to address unexpected objections. Did your prospect ask a question you weren’t expecting? No problem. You can immediately look up the right information during the call to address their objection and turn it around.

Embrace sales objections as part of the process and take it as a chance to nudge your prospects along their journey. Be on their radar to ensure visibility and make sure to follow up – with an email, perhaps with an in-person meeting to demonstrate your solutions in more detail.

“It’s not your customer’s job to remember you. It is your obligation and responsibility to make sure they don’t have the chance to forget you.”

– Patricia Fripp, Executive Speech Coach and Sales Presentation Skills Trainer

 

Mastering the hybrid sales strategy means finding ways to leverage both in-person and virtual spaces to your advantage. Focus just as much on perfecting your skills in virtual meetings as converting your digital connections into the real world. Effective and efficient communication, especially, is a key differentiator that can significantly you from your competitors in creating a lasting impression among CxOs, closing sales, and enhancing your brand in the digital space.

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4 Reasons to Invest in B2B Lead Generation Tools

Ensuring a continuous leads pipeline is a Sisyphean task – never-ending and often tedious. A recent report by ViB Tech found that lead generation is the top challenge for 41% of B2B marketers in 2024. This explains why 46% of B2B marketers cited lead quality and conversation rate improvement as their main priority, according to the same report.  

To stay ahead of the game with consistent lead generation, B2B marketers must find quality leads, qualify them, and find out where the leads are on the buyer’s journey. This requires immense resources and effort from both sales and marketing teams. It takes valuable time away from building thought leadership, boosting brand awareness, nurturing leads, closing deals, and growing professional relationships – all of which are key to making sales. 

This is where lead generation services like ME Matchmaking come in – taking over the repetitive, tedious tasks of finding and qualifying leads while providing wider benefits like scheduling meetings and branding opportunities.  

When used in tandem with standard marketing strategies like content and email marketing, lead generation tools can be a boon to an organization. 

Here are four reasons to invest in a lead generation service:  

 

1. Saves time and money 

On average, 60% of B2B marketers report wasted time and resources from unsuccessful lead generation campaigns (Marketing Profs). In fact, only about 22% of organizations surpassed their target for leads generated (ViB), despite the same or higher marketing budgets for 73% of organizations in 2024 (Marketing Profs).  

On the sales side, sales professionals require an average of eight cold call attempts before reaching a prospect. Additionally, sales professionals only spend 34% of their time on actual selling (HubSpot). The rest of their time is taken up by research, writing emails, updating data, and scheduling meetings and calls.  

A good lead generation service can increase quality leads in your marketing pipeline while saving sales and marketing teams valuable time in the initial phase of the process by: 

  • Conducting initial prospecting to find the best leads. 
  • Performing thorough research and qualification to narrow down the best leads. 
  • Maintaining and updating a database of leads. 
  • Scheduling meetings and calls with an organization’s target prospects. 

This enables B2B marketers to focus on building brand awareness and thought leadership while allowing sales teams to refine their sales pitch and nurture existing leads. 

 

“The meetings are booked in our schedule every other week, and we have time to prepare and do follow-ups, it allows us time to nurture leads.”

Business Development Director, Keto Software
 

2. Improves lead quality 

Speaking of lead qualification, 40% of sales professionals struggle with lead quality while prospecting (ZoomInfo). This is disappointing given how time-consuming the manual process of prospecting can be. Although buying a leads database could be a short-term solution, these databases may have outdated or incorrect information on job titles, company size, and email addresses, among others. Quality is simply not guaranteed. 

On the other hand, a lead generation partner can: 

  • Handle data cleanup and qualification to ensure that only the most promising leads make it down the sales funnel.  
  • Provide direct access to the right decision-makers who are uniquely interested in the solutions your organization provides. 
  • Curate a list of prospects tailored to your organization’s target group and buyer persona. 
 

“ME Matchmaking is really good at finding these executives that are otherwise hard to reach. That’s why it’s been a very attractive service to us.”

Marketing Director, IFS Nordics
 

“With Management Events, we can really pinpoint the organizations we want to talk to and people the people we want to meet.”

SVP of Sales & Marketing, Solita
 

3. Enables nurturing of lasting relationships with prospects 

Nurturing strong professional relationships is commonly agreed to be a cornerstone of the sales and marketing process. A HubSpot report found that 82% of sales professionals find it the most crucial aspect of the sales process. Developing and maintaining relationships with prospects will continue to pay off over time.  

An effective lead generation provider handles all the legwork at the beginning of the sales process and empowers B2B sales professionals and marketers to focus on building trust and nurturing relationships with prospects, turning them into valuable business partnerships.  

As a lead generation partner, ME Matchmaking will: 

  • Schedule and book virtual 1-to-1 meetings throughout the year with new prospects from your target market. 
  • Provide a well-researched profile, with information like investment priorities and budget, for each lead that you can access to help with relationship building. 
  • Provide avenues for networking directly with decision-makers at exclusive events. 
 

“Management Events is one of the networks we use as a first connector to meet the right people, it’s great that we can meet people all year long.”

Senior Manager, Field Marketing, Northern Europe, OutSystems
 

4. Provides opportunities to boost brand visibility 

Brand awareness is often cited as a key factor in effective B2B marketing, taking up more than half the budget for 57% of B2B marketers (InboxInsight). Whether it’s content marketing, email advertising, or building thought leadership, B2B markers understand that boosting brand visibility will lead to improved conversion rates.  

This is supported by an Edelman and LinkedIn study which found that 75% of decision-makers say that thought leadership has led them to investigate products and services they were not considering before.  

A lead generation service doesn’t only provide leads, but also opportunities for boosting brand awareness to thousands of top decision-makers in Europe, both online and offline.  

The service includes: 

  • Opportunities for increased brand visibility at exclusive in-person and virtual events all year round. 
  • Building thought leadership via roundtable discussions, keynote sessions, and forums with top executives. 
 

ME Matchmaking: The Best of Hybrid Lead Generation 

Gone are the days of struggling with cold calls and emails. A lead generation service like ME Matchmaking is an effective and proven way to get high-quality leads, grow brand visibility, and meet directly with Europe’s top CxOs.  

Update your lead generation strategies today! 

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Consultative Selling: The Key to Closing Deals

Hard selling is a thing of the past. In a customer-driven market, personalized and informed solutions are key. Today’s B2B customers want vendors who understand their needs instead of being pushed into purchasing a product or service. In fact, 61% of B2B buyers have a positive experience with a non-pushy sales professional (HubSpot). This is where a consultative sales approach comes in. In this article, learn about the advantages of a consultative selling approach, the consultative sales process, and effective techniques to help you master this approach.  

 

WHAT IS CONSULTATIVE SELLING

Consultative selling is a value-driven sales technique that focuses on: 

  • Listening to Customers and understanding their challenges and needs. 
  • Proposing Solutions and offering tailored advice and measurable gains through your product or service. 
  • Building Relationships and providing meaningful guidance instead of pushing products.  

Sales professionals who embrace consultative selling immerse themselves in the customer’s business issues and goals, rather than overwhelming them with a list of product features and benefits. A consultative selling technique enables you to build a personalized approach and relationship with your customers. According to Salesforce, 72% of B2B customers expect vendors to personalize the sales process to their needs.  

 

ADVANTAGES OF CONSULTATIVE SELLING

  • Adapting to Changing Business Relationships: Decision-makers are discerning as they have a wealth of information at their fingertips. They seek partners who provide tailored solutions to their current needs.  
  • Building Trust and Credibility: When you position yourself as a consultant, you can gain credibility by offering valuable advice, insights, and expertise. This approach builds trust with prospects and increases the chance of closing deals and renewals.  
  • Enhanced Industry Reputation: Satisfied customers often become advocates, boosting your reputation. Customers are more likely to stay loyal to a partner who consistently provides valuable advice and helps them overcome challenges. Their testimonials may lead to new opportunities, leads, and deals.  
 

TOP CONSULTATIVE SELLING SKILLS

The key skills to excel in consultative selling are:  

  • Active Listening to understand the customer’s concerns and desires 
  • Communication and Storytelling to convey complex ideas in a relatable way 
  • Presentation Skills leveraging visual aids and analytics 
  • Industry and Product Knowledge to provide informed recommendations 
  • Rapport-building to establish strong connections with customers 

Consultative selling requires a subtle and empathetic style of communication. It involves genuine curiosity and asking questions to understand the customer’s activities, detect their pain points, and develop solutions that deliver genuine value. 

 

THE CONSULTATIVE SELLING PROCESS

According to HubSpot, the steps of consultative selling are: 

  1. Research and Preparation: Before engaging with potential customers, it’s crucial to conduct thorough research on the industry and market trends. This knowledge positions you as an expert and enables you to offer relevant insights. Understanding the specific company and identifying key decision-makers helps you tailor your approach and engage with the right individuals. 
  2. Discovery and Needs Assessment: During this phase, ask open-ended questions to uncover the prospect’s challenges and needs. This helps you understand your prospect’s current situation and desired state, allowing you to customize your approach and offer a solution that addresses specific issues. 
  3. Issue Diagnosis and Solution Development: This involves crafting a solution that aligns with the customer’s needs. Present your product or service as a tailored solution, providing examples of how it has benefited customers with similar challenges. This builds the prospect’s confidence and demonstrates the tangible value of the offering. 
   

HOW ME MATCHMAKING POWERS CONSULTATIVE SELLING

For B2B sales professionals, ME Matchmaking by Management Events is a powerful tool to enhance consultative selling efforts. 

 

1-to-1 Meetings with Targeted Decision-Makers  

Leave intel and preparation work with us while you sharpen your consultative selling skills in our 1-to-1 meetings. ME Matchmaking facilitates targeted 1-to-1 meetings with decision-makers, allowing you to focus on consulting. By leveraging Management Events’ extensive network, we identify companies that match your ideal customer profile and connect you with the right decision-makers within those organizations.  

 

“A good thing about Management Events is that we get 15 minutes of dedicated time with key personnel. We know in advance what role the person is, their company, and their topics of interest.” – Sales Director, the Netherlands; Thoughtworks 

 

Networking and Relationship-Building 

In addition to pre-qualified meetings, ME Matchmaking grants you access to exclusive networking events with C-level decision-makers from top European organizations. These events provide a platform to showcase your expertise, build valuable relationships, and establish your brand within your target market. More importantly, meet potential prospects in a relaxed environment to build rapport and trust.  

 

“ME Matchmaking has given us a new way of connecting with our target audience. On top of the virtual 1-to-1 meetings, the in-person events give us good opportunities to meet people face to face and have a more personal conversation.” – Field Marketing Manager Benelux, Nordics, Israel; Boomi 

In conclusion, adopting a consultative selling approach is beneficial for B2B sales professionals aiming to build trust, establish long-term relationships, and deliver genuine value to customers. ME Matchmaking supports this approach by facilitating targeted meetings and networking opportunities, empowering sales professionals like you to connect with the right decision-makers and showcase your consultative expertise.