We are pivoting our business model to focus on high-ticket enterprise clients instead of volume transactional accounts. How do we update our weekly scorecard targets to support this pivot without creating confusion or lowering accountability for our existing pipeline?

Question

Tyler Smith · Accepted Answer

A major pivot in your business model requires an immediate update to your weekly scorecard. If you keep the old targets, your team will continue to focus on the old, transactional activities because that is what they are being measured on. However, you cannot simply abandon your existing pipeline overnight; you must manage the transition.

To do this, use a phased transition on your scorecard. Keep your transactional metrics but lower their targets over a defined timeline, while introducing new metrics that track the progress of your enterprise sales cycle.

For example, instead of tracking total inbound leads, add a metric for target enterprise accounts identified and contacted. Instead of tracking short-term deals closed, track enterprise discovery meetings scheduled.

You must also adjust your expectations for lagging metrics like revenue. High-ticket enterprise sales cycles take much longer, so your transactional revenue will drop before your enterprise revenue starts to show up. To keep your team accountable, focus heavily on the leading indicators of enterprise engagement.

Ensure every leader on your Accountability Chart understands the why behind these changes. Review the V/TO® to align the team on the new direction, and use your Level 10 Meeting™ to monitor the transition weekly. By explicitly showing both types of metrics on the scorecard, you give your team permission to shift their focus to the high-value enterprise accounts without neglecting the remaining transactional revenue that keeps the business funded.