facilit8 · Digital Transformation · Senior PL Edition
Harmonise the Lead:
The Senior Project Leader Playbook
for Lead Generation & Market Adoption
A structured response to the interview case — covering problem approach, workplan, stakeholder engagement, impact case, and sustainable integration — across a 16-week pilot in 3 markets.
Role guide:
PL / You
Market Teams
Both
CCO / Sponsor
v6 — facilit8 · Digital Transformation Series · 2026 · Impact Case tab 3 · Partner rates · Password protected
Step 0
▾
Pilot Readiness Check — Complete Before Deploying Any Action
5 questions · 2 minutes · tells you where to start
Before running a single workshop, validate that the basics are in place. A pilot that launches without sponsor alignment or process clarity will produce noise, not results.
Q1
Does the CCO actively sponsor this initiative — not just endorse it?
Q2
Is there a shared definition of "qualified lead" (MQL → SQL) that Sales and Marketing can both accept?
Q3
Have the 3 pilot markets committed one Sales and one Marketing person each for the duration?
Q4
Is IT available (even at limited capacity) to configure MS Dynamics for pilot workflows?
Q5
Is there agreement that the pilot will produce a visible "early win" result shared globally?
The rule: Lead harmonisation is not an IT rollout. It is a commercial alignment programme that uses technology as its backbone. Lead with process, follow with platform, embed with people.
On structure: The 3-phase plan is a safety net, not a schedule. Phase gates are go/no-go checkpoints — not bureaucracy. If conditions allow, phases compress. If a gate reveals a problem, it's better to catch it at week 4 than fix it at week 12. I'd rather kill a bad launch early than rescue a live one. Pragmatist first, process second.
1
Define the 3 layers of the problem
The challenge operates at three levels simultaneously. Layer 1 — Definition: "Qualified lead" means different things in every market, creating an invisible barrier between Marketing and Sales. Layer 2 — Behaviour: Sales bypasses CRM (email forwarding); Marketing generates leads with no handover SLA. Layer 3 — Visibility: Leadership cannot see pipeline health because data lives in inboxes, spreadsheets, and local tools. Solving Layer 3 without addressing Layers 1 and 2 first is unlikely to hold.
Success looks like: Every pilot market team can state — in identical terms — what makes a lead qualified and who owns it at each stage.
2
Co-design the standard — don't impose it
The sceptical market ("global standard won't fit us") and the impatient Sales manager are signals of a participation deficit, not a logic problem. The fastest path to adoption is to involve local Sales and Marketing leads in designing the standard process — not presenting it to them. Run facilitated as-is → to-be workshops in each pilot market (not remote slide decks). The output is a jointly-owned process map that local teams believe is partly theirs. Co-ownership reduces resistance by an order of magnitude. Critically, co-design has a deadline: all markets must reach a working standard by end of week 3. If consensus fails, the CCO makes the tie-breaking call — participation is offered, consensus is preferred, but the decision is not deferred indefinitely. This is agreed with the CCO in week 1.
Constraint awareness: With only one Sales and one Marketing person per market, workshop facilitation must be time-efficient. Use structured templates, not blank canvases.
Veto risk: A politically powerful Market Head can stall co-design under the guise of "local complexity." The CCO tie-break authority must be communicated before workshops begin — not invoked as a surprise.
3
Build the MVP lead process, not the perfect one
The pilot is not about building a world-class CRM. It is about proving that a simple, consistent lead process works better than the current inconsistency. The MVP has four elements: (1) agreed MQL/SQL definitions, (2) a lead entry point in MS Dynamics, (3) a handover trigger with a 48h SLA, (4) a basic dashboard showing leads by status. Everything else is phase 2. Tool-agnostic means: configure what's already licensed before requesting new tools.
Success looks like: All pilot markets use the same 4-stage lead pipeline in Dynamics within 8 weeks of kick-off, with daily active usage from both Sales and Marketing.
4
Make adoption visible and reward it
The brief asks for a pilot that makes "local organisations want more." Adoption metrics should be as visible as process metrics. Track CRM usage, lead entry compliance, and handover SLA adherence alongside conversion rates. Celebrate early wins — a market's first digital lead converted under the new process is worth sharing. Use the feedback loop to surface issues quickly and resolve them in short cycles. The influential Sales manager is an asset if engaged early.
Facilit8 principle: Change that sticks is change that people chose. Make the new way the easier way, not just the mandated way.
5
Design the pilot so scale is the obvious next step
Every artefact — process maps, CRM configuration, training materials, SLA templates — is documented as a reusable, market-agnostic asset. Pilot markets become internal advocates and peer coaches for the next wave. A retrospective at week 14 surfaces improvement areas before they compound. The CCO's live dashboard is the proof point that supports global scale approval.
Success looks like: At week 16, the CCO has a live view of lead status across all 3 markets and a clear plan to onboard the next wave of markets in the following quarter.
6
Choose pilot markets deliberately — four criteria
Criterion 1 — Willing Market Head: Active participation, not volunteered by a Cluster Head. Selection criteria are agreed with the CCO in week 1 — before Cluster Heads are consulted — giving the PL standing to question any nomination without it becoming a day-one political act.
Criterion 2 — Some existing CRM usage: Markets starting entirely from zero add configuration complexity that obscures process learnings. A partial Dynamics footprint is sufficient.
Criterion 3 — Manageable scale and clean conditions: Avoid markets that are large by revenue, customer base, or headcount — the 16-week window requires contained complexity. Also exclude markets with competing change programmes: ERP harmonisation, active acquisition integration, an existing transformation pilot, or significant leadership transition. A region with heavy acquisition activity and a parallel ERP rollout carries too many variables to produce clean learnings.
Criterion 4 — Balanced portfolio: Prefer 2 markets with straightforward conditions and 1 with a defined degree of challenge. Challenge is assessed against observable factors: a sceptical Market Head on record, below-average CRM usage relative to other candidates, or a history of low participation in previous global initiatives. The PL scores each candidate on a simple grid before presenting a shortlist to the CCO. If other criteria already introduce difficulty, all 3 markets can be straightforward.
Criterion 2 — Some existing CRM usage: Markets starting entirely from zero add configuration complexity that obscures process learnings. A partial Dynamics footprint is sufficient.
Criterion 3 — Manageable scale and clean conditions: Avoid markets that are large by revenue, customer base, or headcount — the 16-week window requires contained complexity. Also exclude markets with competing change programmes: ERP harmonisation, active acquisition integration, an existing transformation pilot, or significant leadership transition. A region with heavy acquisition activity and a parallel ERP rollout carries too many variables to produce clean learnings.
Criterion 4 — Balanced portfolio: Prefer 2 markets with straightforward conditions and 1 with a defined degree of challenge. Challenge is assessed against observable factors: a sceptical Market Head on record, below-average CRM usage relative to other candidates, or a history of low participation in previous global initiatives. The PL scores each candidate on a simple grid before presenting a shortlist to the CCO. If other criteria already introduce difficulty, all 3 markets can be straightforward.
Selection risk: Cluster Heads may nominate compliant markets rather than representative ones. The PL should validate each market against these four criteria before confirming the selection.
Structure: 3 phases — Discover & Design (Wks 1–4), Build & Pilot (Wks 5–12), Embed & Scale-Prep (Wks 13–16). Each phase has clear entry criteria, deliverables, and a milestone gate.
🔍 Phase 1 — Discover & Design (Weeks 1–4)
Phase 1
Foundation
WP1.1 — As-Is Process Mapping (Wks 1–2): Facilitated workshops in each of the 3 pilot markets. Document current lead sources, qualification criteria, CRM usage, and handover points. Identify the 3 biggest improvement areas per market. Output: As-Is process map × 3 markets.
WP1.2 — Global Standard Design (Wks 2–3): Synthesise market findings. Co-design a standard 4-stage lead pipeline (New → MQL → SQL → Opportunity) with global Marketing and pilot market leads. Agree MQL/SQL definitions. Output: Standard Lead Process v1 + MQL/SQL definition document.
WP1.3 — CRM Data Model & IT Brief (Wks 3–4): Translate process to MS Dynamics field requirements. Write a lightweight IT configuration brief (not a full spec). Agree with IT on delivery timeline within budget envelope. Output: IT brief, Dynamics configuration scope, resource sign-off.
WP1.4 — Stakeholder Alignment (Wks 1–4, parallel): CCO briefing at kick-off. Market Head 1:1s. Cluster Head update. Change communication plan drafted.
WP1.2 — Global Standard Design (Wks 2–3): Synthesise market findings. Co-design a standard 4-stage lead pipeline (New → MQL → SQL → Opportunity) with global Marketing and pilot market leads. Agree MQL/SQL definitions. Output: Standard Lead Process v1 + MQL/SQL definition document.
WP1.3 — CRM Data Model & IT Brief (Wks 3–4): Translate process to MS Dynamics field requirements. Write a lightweight IT configuration brief (not a full spec). Agree with IT on delivery timeline within budget envelope. Output: IT brief, Dynamics configuration scope, resource sign-off.
WP1.4 — Stakeholder Alignment (Wks 1–4, parallel): CCO briefing at kick-off. Market Head 1:1s. Cluster Head update. Change communication plan drafted.
Success looks like: By end of week 4, all pilot market Sales and Marketing leads have signed off the standard process and the IT brief is approved.
Phase gate: Moving into Phase 2 works best once all 3 markets have signed off the standard process and the IT brief is in place. This checkpoint is worth protecting — a week's patience here typically saves several weeks of rework later.
🔧 Phase 2 — Build & Pilot (Weeks 5–12)
Phase 2
Core Delivery
WP2.1 — CRM Configuration (Wks 5–7): IT configures MS Dynamics per brief. PL reviews with market representatives at week 6 checkpoint. UAT with 2 users per market. Output: Configured Dynamics pipeline live in UAT.
WP2.2 — Training Development (Wks 6–7): Build lightweight training pack (1-pager process guide + 30-min live session per market). Translate core materials into market languages where needed. Output: Training pack + facilitator guide.
WP2.3 — Go-Live Market A (Wk 8): First market goes live. PL on-site or high-touch remote for launch week. Daily check-in for 2 weeks. Collect feedback log.
WP2.4 — Go-Live Markets B & C (Wks 9–10): Staggered launch using lessons from Market A. Market A peer-advocates briefed. 48h SLA tracked from day 1.
WP2.5 — Dashboard & Reporting (Wks 8–12): Activate lead status dashboard for CCO visibility. Weekly pipeline report template live. Output: Live CCO dashboard.
WP2.2 — Training Development (Wks 6–7): Build lightweight training pack (1-pager process guide + 30-min live session per market). Translate core materials into market languages where needed. Output: Training pack + facilitator guide.
WP2.3 — Go-Live Market A (Wk 8): First market goes live. PL on-site or high-touch remote for launch week. Daily check-in for 2 weeks. Collect feedback log.
WP2.4 — Go-Live Markets B & C (Wks 9–10): Staggered launch using lessons from Market A. Market A peer-advocates briefed. 48h SLA tracked from day 1.
WP2.5 — Dashboard & Reporting (Wks 8–12): Activate lead status dashboard for CCO visibility. Weekly pipeline report template live. Output: Live CCO dashboard.
Success looks like: By end of week 12, all 3 markets are logging leads in Dynamics, the 48h SLA is being tracked, and the CCO dashboard shows data from all markets.
IT dependency: Configuration must be complete by week 7. Any IT delay compresses training time — flag early and escalate to CCO if needed.
🚀 Phase 3 — Embed & Scale-Prep (Weeks 13–16)
Phase 3
Both
WP3.1 — Adoption Review & Improvement (Wks 13–14): Review CRM usage rates, SLA compliance, and qualitative feedback across all 3 markets. Run a lightweight retrospective. Identify top 3 improvement areas. Implement quick fixes within existing configuration (no new IT scope).
WP3.2 — Early Results Report (Wk 14–15): Compile pilot results: lead volume, conversion rate, SLA compliance, qualitative adoption scores. Frame as "proof of concept" narrative for CCO and board. Output: 1-page results summary + 5-slide CCO deck.
WP3.3 — Scale Playbook (Wk 15–16): Document all reusable assets: process maps, CRM configuration guide, training materials, SLA templates, onboarding checklist for new markets. Identify 5 candidate markets for next wave. Output: Scale playbook v1.
WP3.4 — Pilot Close & Handover (Wk 16): Formal pilot close meeting with CCO and cluster heads. Hand process ownership to designated Market Process Owners. Agree next-wave timeline.
WP3.2 — Early Results Report (Wk 14–15): Compile pilot results: lead volume, conversion rate, SLA compliance, qualitative adoption scores. Frame as "proof of concept" narrative for CCO and board. Output: 1-page results summary + 5-slide CCO deck.
WP3.3 — Scale Playbook (Wk 15–16): Document all reusable assets: process maps, CRM configuration guide, training materials, SLA templates, onboarding checklist for new markets. Identify 5 candidate markets for next wave. Output: Scale playbook v1.
WP3.4 — Pilot Close & Handover (Wk 16): Formal pilot close meeting with CCO and cluster heads. Hand process ownership to designated Market Process Owners. Agree next-wave timeline.
Success looks like: At the pilot close, the CCO endorses the scale playbook and at least 2 of the 3 pilot markets have a nominated Process Owner who can support onboarding of new markets.
Budget envelope
CHF 75k total · 40 external consultant days · tight but achievable
The budget is sufficient for a lean, well-managed pilot — but leaves no margin for scope creep. The PL role is the primary cost control mechanism. All external days must be pre-approved against specific work packages. IT time is the scarcest internal resource and must be protected via a clear brief and locked configuration scope.
Internal Resource Allocation
PLBoth
| Role | Who | Commitment | Key responsibilities |
|---|---|---|---|
| Project Leader (PL) | You | Full-time, 16 weeks | Programme management, facilitation, stakeholder management, scale design |
| Sales Representative | 1 per pilot market (×3) | ~20% / 2 days/week | As-is input, UAT, go-live ambassador, feedback collection |
| Marketing Representative | 1 per pilot market (×3) | ~20% / 2 days/week | As-is input, lead source documentation, training delivery support |
| IT (MS Dynamics) | Shared resource | ~15 days total (protected) | Configuration per brief, UAT support, dashboard setup |
| CCO | Sponsor | 2–3 hrs/month | Escalation, global endorsement, scale sign-off |
| Global Marketing Lead | Process co-owner | ~10% / 4 hrs/week | MQL/SQL definition, training content sign-off |
Capacity risk: Market-level Sales and Marketing reps carry day-jobs alongside this. The 20% estimate is optimistic during peak sales periods — build buffer in weeks 8–10.
External Consultant Day Allocation (40 days / CHF 75k)
Budget governed
| Work Package | Days | Approx. CHF | Rationale |
|---|---|---|---|
| Process design facilitation (3 markets × as-is + to-be workshops) | 10 | ~20,000 | Skilled facilitation is the highest-leverage spend |
| CRM configuration & IT support (Dynamics setup, UAT) | 12 | ~22,000 | IT is internally constrained — external cover for configuration and testing |
| Training design & delivery support | 6 | ~11,000 | Build once, adapt ×3 markets |
| Project management & coordination support | 5 | ~9,000 | Admin, scheduling, status reporting for PL |
| Scale playbook & documentation | 4 | ~7,000 | Reusable assets for markets 4–23 |
| Reserve / contingency | 3 | ~6,000 | Scope creep buffer — do not pre-allocate |
| Total | 40 | ~75,000 |
Success looks like: External days are consumed on high-leverage activities (facilitation, configuration, training) — not on coordination and admin, which the PL handles directly.
Rate stress-test: The blended rate of ~CHF 1,875/day is conservative. Specialist MS Dynamics consultants in European markets typically run CHF 2,200–2,800/day. If IT rates are higher, the flex model is: maximise the 15 internal IT days first, use external days only for tasks internal IT cannot cover, and shift facilitation days to PL-led sessions. The contingency reserve absorbs rate variance.
Partner investment rates: Some implementation and facilitation partners will offer reduced rates during a pilot — treating it as an investment in the full rollout. A successful 3-market pilot with a clear scale path to 20+ markets is a commercially attractive prospect for a partner. It is worth exploring reduced rates explicitly during partner selection: lower pilot costs free up days that can be reinvested into deeper training, additional market coverage, or a stronger scale playbook — all of which increase the probability that the full rollout proceeds and that the partner is part of it.
Timeline principle: Phase 2 cannot begin without Phase 1 gate sign-off. A 1-week slip in process design is recoverable. A slip in CRM configuration (WP2.1) risks the go-live date for all 3 markets.
16-Week Milestone Timeline
Full pilot view
| Week | Phase | Key Activity | Milestone / Gate | Who |
|---|---|---|---|---|
| Wk 1 | Phase 1 | CCO kick-off, project charter confirmed, market kick-off calls | 🚩 Project launched | PL + CCO |
| Wk 2 | Phase 1 | As-is workshops: Markets A, B, C (facilitated) | As-is maps complete | PL + ext. facilitator |
| Wk 3 | Phase 1 | Global standard design workshop (remote); MQL/SQL definition agreed | Standard process draft v1 | PL + Global Mktg |
| Wk 4 | Phase 1 | IT brief finalised; market sign-off on standard process; CCO update | 🚩 Phase 1 Gate: Process approved | PL + IT + CCO |
| Wk 5 | Phase 2 | IT begins Dynamics configuration; training design starts | Configuration sprint begins | IT + ext. consultant |
| Wk 6 | Phase 2 | Mid-config review with market reps; training pack drafted | Config checkpoint (no surprises) | PL + IT |
| Wk 7 | Phase 2 | UAT in all 3 markets; training pack finalised | 🚩 UAT signed off — all markets | Market reps + PL |
| Wk 8 | Phase 2 | Market A go-live; training delivered; PL high-touch support | 🚩 Market A live | PL + Market A team |
| Wk 9 | Phase 2 | Market B go-live; Market A feedback loop active | 🚩 Market B live | PL + Market B team |
| Wk 10 | Phase 2 | Market C go-live; CCO dashboard activated | 🚩 Market C live + dashboard live | PL + IT + Market C |
| Wk 11 | Phase 2 | First full week: all 3 markets active; SLA tracking begins | First 48h SLA data available | PL monitors |
| Wk 12 | Phase 2 | Phase 2 adoption review; qualitative interviews with market reps | Adoption health check | PL |
| Wk 13 | Phase 3 | Retrospective with all market teams; top improvement areas identified | Improvement log + quick fixes | PL + all markets |
| Wk 14 | Phase 3 | Quick fixes deployed; early results report drafted | Results report v1 | PL + ext. consultant |
| Wk 15 | Phase 3 | Scale playbook drafted; next-market candidates identified; CCO preview | Scale playbook v1 | PL |
| Wk 16 | Phase 3 | Pilot close meeting; process ownership transferred; scale approved | 🚩 Pilot closed — scale greenlit | PL + CCO + Market Heads |
Success looks like: All 5 milestone gates (🚩) are hit within 1 week of target, and the scale decision is made by the CCO at week 16 without further escalation needed.
Reading this cascade: Start at the top and work down. Each level is achievable only if the level below it holds. Revenue sits at the top because that is the organisational goal this programme serves — not because the pilot claims to deliver it. The pilot proves the bottom two levels. Revenue impact becomes measurable at 3 and 6 months post-pilot. Separating programme ambition from pilot scope is intentional — conflating the two would undermine credibility.
Commercial Outcome
Revenue Growth from Improved Lead Conversion
Lead-to-opportunity conversion rate — baseline Wk 8, trend tracked at 3 & 6 months post-pilot
What needs to be true: Sales and Marketing are working from the same pipeline — not parallel systems
▼
Pilot Outcomes (Wk 16)
Pipeline Visibility
CCO dashboard live and used weekly across all 3 markets
What needs to be true: all leads are in one system, not inboxes
Faster Handover
The majority of MQL→SQL handovers within 48h SLA
What needs to be true: handover point is defined and owned
Higher Lead Quality
Measurable reduction in Sales rejection rate vs. baseline
What needs to be true: MQL definition is shared by both functions
▼
Adoption KPIs (Wks 8–16)
CRM Adoption
Nearly all leads logged in Dynamics — not by email or spreadsheet
What needs to be true: CRM is the easier path, not an extra step
Process Consistency
All 3 markets using the same 4-stage pipeline within 2 weeks of go-live
What needs to be true: HOPs are understood and locally endorsed
Scale Appetite
At least 2 non-pilot markets express interest in onboarding before Wk 16
What needs to be true: pilot results are visible and credible to peers
▼
New Capabilities Required — What Must Be Built
Shared MQL / SQL Definition
A single, written definition of a qualified lead that Sales and Marketing in every pilot market agree to
Standard Lead Pipeline (HOPs)
A 4-stage pipeline (New → MQL → SQL → Opportunity) in MS Dynamics — 80% global standard, 20% locally adapted
Defined Handover Protocol
A clear trigger point, owner, and 48h SLA for the Marketing → Sales handover — documented and trained
Live Reporting Dashboard
A CCO-facing pipeline dashboard showing lead status, SLA compliance, and volume across all pilot markets in real time
Market Training Capability
A reusable, translatable training pack — 1-page process guide plus a 30-minute facilitated session — that any market can self-deliver
Local Process Ownership
A named Process Owner in each market — ideally the person who co-designed the standard — with a clear governance brief
Feedback Loop Mechanism
A lightweight weekly feedback form and a monthly Community of Practice call — so issues surface quickly and resolutions are shared across markets
Scale Playbook
A documented onboarding pack for new markets — process maps, CRM brief, training materials, SLA templates — reusable without PL involvement
Digital Lead Generation Standard
A minimum standard for how digital leads enter the pipeline — source tracking, entry point, and routing logic — so inbound and outbound leads are treated consistently
IT Configuration Blueprint
A documented MS Dynamics configuration guide — reusable for each new market without requiring a new IT scoping exercise
On commercial KPIs and timing: A 16-week pilot is well-suited to establishing process and adoption metrics — it is not long enough to demonstrate revenue impact with confidence. The lead-to-opportunity conversion baseline is set at go-live so the trend becomes measurable at 3 and 6 months post-pilot. This gives the board a credible forward view rather than a premature claim.
Connection to the Impact Case: The 10 new capabilities defined in the Impact Case tab are the build list for Sustainable Integration. HOPs, the handover protocol, local process ownership, the feedback loop, and the scale playbook are not pilot outputs to be archived — they are the operating infrastructure that makes results hold after the PL exits. If a capability from the Impact Case is not embedded here, it will not survive the transition to business-as-usual.
HOPs — Harmonised Operating Procedures is a term coined for this programme deliberately. "Harmonised" signals alignment without uniformity; "Operating Procedures" signals practical rhythm, not policy. The name itself carries the message: this is something teams work with daily, not a document filed away. 80% global standard — common pipeline, shared definitions, consistent handover protocol, unified reporting. 20% locally adapted — market-specific lead sources, language, and channel preferences. HOPs are a jointly-designed working agreement that local teams help shape and own.
What HOPs Cover — The Operating Standard
BothWk 3 designed · Wk 8 live
HOPs translate the agreed process into a day-to-day operating rhythm. Four areas:
1. Lead entry & qualification: How leads enter the pipeline (digital, event, referral, outbound), who qualifies them, and what the MQL threshold means in each market context.
2. Handover protocol: The trigger, owner, and 48h SLA for MQL→SQL transfer — with shared language for what happens when a lead is returned or doesn't progress.
3. CRM discipline: What gets logged, when, and by whom. The 20% local layer covers field names, language, and any market-specific stages — the 4-stage pipeline structure is shared.
4. Reporting rhythm: How pipeline data flows to Market Heads, Cluster Heads, and the CCO — weekly automated dashboard, monthly review.
1. Lead entry & qualification: How leads enter the pipeline (digital, event, referral, outbound), who qualifies them, and what the MQL threshold means in each market context.
2. Handover protocol: The trigger, owner, and 48h SLA for MQL→SQL transfer — with shared language for what happens when a lead is returned or doesn't progress.
3. CRM discipline: What gets logged, when, and by whom. The 20% local layer covers field names, language, and any market-specific stages — the 4-stage pipeline structure is shared.
4. Reporting rhythm: How pipeline data flows to Market Heads, Cluster Heads, and the CCO — weekly automated dashboard, monthly review.
Success looks like: A sales rep in Market A and a marketing manager in Market C can describe the handover process in equivalent terms — even if local lead generation differs.
Governing the 20%: The local adaptation layer is defined as a named list of permitted variations in the HOPs reference card — lead source labels, language, and channel routing. Anything outside that list is reviewed by the Process Owner and Global Marketing Lead before being adopted. The boundary is explicit; it does not expand case-by-case.
Performance Management — Cadence & Incentives
CCOPL
Process without performance management reverts to habit. New ways of working need to be visible in how teams are reviewed and recognised.
Review cadence: Market Heads reference the Dynamics dashboard in weekly 1:1s with Sales and Marketing leads. Cluster Heads receive a bi-weekly summary. The CCO holds a monthly pipeline review with lead conversion trend as a standing item.
Incentive alignment: The PL works with the CCO and HR to explore whether lead-quality metrics can feed into future team targets. The goal in the pilot is to open that conversation and document a recommendation — formal changes to targets are a next-wave activity.
Recognition: Early wins are shared publicly — a market's first fully-tracked digital lead conversion under the new process is featured in the CCO update. Peer visibility motivates at this stage more than policy.
Review cadence: Market Heads reference the Dynamics dashboard in weekly 1:1s with Sales and Marketing leads. Cluster Heads receive a bi-weekly summary. The CCO holds a monthly pipeline review with lead conversion trend as a standing item.
Incentive alignment: The PL works with the CCO and HR to explore whether lead-quality metrics can feed into future team targets. The goal in the pilot is to open that conversation and document a recommendation — formal changes to targets are a next-wave activity.
Recognition: Early wins are shared publicly — a market's first fully-tracked digital lead conversion under the new process is featured in the CCO update. Peer visibility motivates at this stage more than policy.
Realistic expectation: Incentive changes take time and require HR alignment. The goal in the pilot is to begin the conversation and document the recommendation — formal changes to targets are a next-wave activity, not a week-16 deliverable.
Ownership Model — Process Owners & Community of Practice
BothLong-term
Ownership transfers before the PL exits — not after. Each pilot market designates a Process Owner at go-live (week 8 at latest) — ideally the person who co-designed the process. Their role: monthly data review, flag exceptions, propose local adaptations within the HOPs 20% flexibility, and represent their market in the Community of Practice.
The Lead Process Community of Practice meets monthly for 30 minutes. The Global Marketing Lead is agreed as chair in week 1 as part of their process co-owner brief — framed as a natural extension of co-designing the standard, not an additional obligation assigned later. The PL contributes to the first two sessions, then steps back. Templated agenda: 10 min pipeline trends / 10 min process issue and resolution / 10 min new market updates. New markets join as observers before their own go-live — arriving with peer context rather than headquarters instructions.
The Lead Process Community of Practice meets monthly for 30 minutes. The Global Marketing Lead is agreed as chair in week 1 as part of their process co-owner brief — framed as a natural extension of co-designing the standard, not an additional obligation assigned later. The PL contributes to the first two sessions, then steps back. Templated agenda: 10 min pipeline trends / 10 min process issue and resolution / 10 min new market updates. New markets join as observers before their own go-live — arriving with peer context rather than headquarters instructions.
Success looks like: Every pilot market has a named Process Owner by week 8, and the Community of Practice runs its third session without PL involvement — with at least one non-pilot market joining as an observer ahead of their own onboarding.
Reporting Cadence — Who Sees What, When
Ongoing
| Audience | Cadence | Format | Key metric shown |
|---|---|---|---|
| CCO | Monthly + live dashboard access | Auto dashboard + 20-min review | Pipeline volume, conversion trend, SLA compliance |
| Cluster Heads | Bi-weekly | 2-page written summary | Market-level adoption rate and friction flags |
| Market Heads | Weekly (during go-live) → bi-weekly | Dashboard + 15-min check-in | CRM usage, handover SLA, rep sentiment |
| Sales & Marketing reps | Weekly | Shared dashboard view + feedback form | Their own leads: status, age, handover due |
| Global Marketing | Weekly (async) | Status email + shared process doc | MQL definition adherence, process exceptions |
| Community of Practice | Monthly | 30-min call — templated agenda | Cross-market trends, friction cases, new market updates |
Design principle: Reporting is most effective when it is embedded into existing meeting rhythms — not added as a separate obligation. The goal is for pipeline data to replace anecdote in conversations that are already happening.
Risk Register — Pilot Level
Call out early
| Risk | Likelihood | Impact | Mitigation |
|---|---|---|---|
| Sceptical market refuses standard process "Global standard won't fit us" |
High | High | Co-design the standard with that market's reps. Build in a documented "local variant" allowance for genuinely unique cases — governed by the Process Owner and Global Marketing Lead, not open-ended. |
| IT overloaded — configuration delayed | High | High | Allocate external consultant days to support IT (WP2.1). Agree and document the configuration scope at week 4 — changes after that point go through a formal review rather than being absorbed quietly. If IT capacity becomes constrained, the PL raises this with the CCO early so resourcing options can be explored. |
| Influential Sales manager creates parallel process | Medium | High | Enrol this person as a co-designer and early tester. Give them visible credit for the process. Make them a market go-live champion — their buy-in is more powerful than any mandate. Structural back-stop: if behavioural enrolment fails, remove the parallel path — leads arriving by email are logged by the Marketing rep on their behalf, then shown in the dashboard. Their manager (Market Head) sees adoption data weekly. The calculus changes when inaction is visible. |
| Market reps pulled back to core roles under pressure | High | Medium | Formalise the 20% commitment in writing with Market Heads before kick-off. Build 2-week buffer into go-live dates. Design all workshop and training formats to be 2-hour maximum. |
| MQL/SQL definition not agreed across markets | Medium | High | Run the global standard design workshop with all 3 market reps present. Use a facilitated template — not a blank sheet. CCO makes the tie-breaking call if markets cannot agree. |
| Budget overrun on IT configuration | Medium | Medium | The configuration scope is agreed and documented at week 4. The 3-day contingency reserve is held back deliberately for genuine variance — not pre-allocated. Any additional requests are reviewed by the PL against the contingency before proceeding, keeping the budget within the agreed envelope. |
| Low adoption: teams use CRM but revert to email in parallel | Medium | High | Where possible, make CRM the primary and simplest path — not an additional layer on top of existing habits. Support managers in referencing the dashboard in their 1:1s rather than email reports. Adoption data is shared with Market Heads weekly so issues are visible and can be addressed early. |
The risk that deserves the most attention: If the CCO's visible sponsorship fades after week 1, middle management will naturally deprioritise the pilot in favour of immediate operational pressures. Keeping the CCO actively engaged — through a monthly 20-minute dashboard review — is the single most protective action the PL can take throughout the programme.
16
Pilot weeks
3
Pilot markets
5
Milestone gates
10
New capabilities
40
Consultant days
8
Tabs covered
v6 — facilit8 · Digital Transformation Series · 2026 · Password protected
Running a lead harmonisation pilot?
A 30-minute conversation with David can tell you whether this framework fits your situation — or what to adapt for your markets.
Want this playbook by email?
Leave your email and I'll send you a copy — no spam, unsubscribe anytime.