What Needs to be Unlearned?
MALLA MATTILA, MIKA YRJÖLÄ & PIA HAUTAMÄKI
Cognitive unlearning plays a crucial role in the digital transformation of B2B sales operations. In the digital era, traditional sales methods no longer suffice, and sales organisations must rethink their approaches to align with the evolving landscape. Cognitive unlearning offers a means to shed outdated knowledge and routines that may impede progress and hinder organisational change. By intentionally reflecting on and discarding old ways of knowing and doing, sales organisations can create space for adopting new sales practices that are better suited to the digital era.
The four phases of cognitive unlearning outlined in the study provide a roadmap for sales managers to guide their teams through the process. The first phase, unfreezing, involves creating awareness among salespeople about the need for change. Sales managers can initiate this phase by highlighting the inefficiencies and limitations of existing practices and demonstrating the benefits of embracing new approaches. By fostering a sense of urgency, salespeople become more receptive to new ideas and open to unlearning old methods.
The changing phase is where salespeople actively learn and acquire new ways of thinking and doing. Sales managers can provide training, encourage knowledge sharing among salespeople, and facilitate exposure to alternative approaches. By leveraging resources such as training courses, books, and networking opportunities, sales organisations enable their teams to expand their knowledge base and gain insights from industry experts and peers. This phase requires ongoing support and guidance from sales managers to ensure that salespeople are equipped with the necessary tools and skills to implement new strategies effectively.
In the refreezing phase, salespeople solidify their newly acquired knowledge and skills. Sales managers play a critical role in reinforcing the adoption of new practices by providing feedback, celebrating successes, and creating an environment that encourages continuous improvement. By recognising and acknowledging the efforts and achievements of salespeople, sales managers foster a positive culture of growth and learning. This phase is crucial for building confidence and ensuring the sustained integration of new practices into daily sales operations.
The sustaining phase recognises the need for ongoing adaptation and growth in response to emerging challenges and evolving customer expectations. The digital era brings about rapid changes, necessitating continuous learning and development. Sales organisations must stay attuned to new technologies, market trends, and customer demands. Sales managers can support this phase by fostering a learning mindset within the team, encouraging proactive exploration of emerging practices, and providing opportunities for ongoing training and development.
Top management plays a pivotal role in facilitating cognitive unlearning within B2B sales organisations during the digital transformation. They can create a culture of learning and change by setting the tone, fostering an environment that encourages curiosity, innovation, and experimentation. By prioritising and allocating resources for training and development initiatives, top management demonstrates their commitment to supporting the unlearning process. They can also provide guidance and mentorship to sales managers, equipping them with the necessary skills and knowledge to effectively lead their teams through cognitive unlearning.
Cognitive unlearning is a critical process for B2B sales organisations aiming to thrive in the digital era. By understanding and implementing the four phases of cognitive unlearning, sales managers can guide their teams in adapting to change and achieving sales goals. By fostering a culture of learning, providing resources and training, celebrating successes, and creating a safe environment for taking risks, sales managers facilitate the unlearning process. Top management’s commitment to supporting cognitive unlearning is crucial in creating an organisational culture that embraces change and promotes continuous growth. By leveraging the insights from this study, sales managers can navigate the digital transformation successfully and drive their sales organisations towards sustained success.
REFLECTION
- How does the concept of cognitive unlearning apply to the digital transformation of B2B sales operations? Discuss the importance of unlearning outdated knowledge and routines in facilitating organizational change and adapting to the digital era. Provide a few examples and observations from the study to support your arguments.
- What are the four phases of the unlearning process outlined in the study? In the context of B2B sales management, how do these contribute to cognitive unlearning? Discuss each phase in detail, highlighting the key themes. How can sales managers effectively apply these phases to facilitate unlearning among salespeople during digital business transformation?
- In what ways can top management play a crucial role in facilitating cognitive unlearning within B2B sales organizations during the digital transformation? Discuss the findings of the study regarding the role of top management and their influence on the unlearning process. Provide examples of strategies and approaches that sales managers can employ to effectively engage top management in supporting the unlearning efforts of sales teams.
- How does the introduction of cognitive unlearning as a theoretical angle contribute to the existing literature on sales management and digital transformation? Explain the significance of this new perspective and its potential implications for sales managers in the B2B context. Discuss how sales managers can leverage the insights from the study to enhance the unlearning process and drive successful digital transformation within their organizations.