Sales is the lifeblood of every organisation. So why is it treated as an afterthought? If Agile can help IT teams, to be more effective, customer-centric, and enjoyable places to work, can it help sales teams to be the same?
I have been working in sales for more than 10 years in various positions. I started by selling sweets in a candy shop, worked as an insurance sales manager, and eventually became the head of a sales department. Over time, I realized that all executives, managers, and business owners have one primary goal: to increase sales.
To achieve this, they use different tools—punishments, new regulations, KPIs, CRM systems—but these methods no longer work the way they used to. I am confident that Agile can help increase sales and improve business operations. However, when I say this, I often see skepticism in people’s eyes. Perhaps some of you feel the same way right now.
Believe me, four years ago, I was not sure that Agile could increase sales and improve business. But after applying Agile principles to dozens of different sales teams, I saw the results firsthand. That is why I am here today—to share my experience.
Agile in Sales: The Sway Framework
We all know that Agile is a mindset, a culture, a way of thinking in a company. To change habits and company culture, we use different frameworks like Scrum and Kanban. In sales, we have adapted Scrum into a system called Sway—Sales with Agile.
Before I introduce you to Sway, I want to express my gratitude to Evan Lebrun, who helped create this system, and to my team, who traveled from Russia to support me today. Thank you!
Key Differences Between Scrum and Sway
In Scrum, we have a backlog because we have a product. In sales, we do not have a traditional product—we have numbers, customers, and customer attitudes. In Sway, instead of a backlog, we use documents that track key indicators like customer satisfaction and sales goals.
Sway operates in one-week sprints and includes three key roles:
- Business Owner
- Coach (similar to a Scrum Master)
- Sales Team
Sales has traditionally been an individualistic role, but with Sway, salespeople work as a team, which can be very challenging for them. Sway also includes four key meetings:
- Planning Session (every Monday)
- Daily Stand-ups
- Demo (sales team presents results and challenges to the company)
- Retrospective (team analyzes their sprint and identifies improvements)
Implementing Agile in Struggling Sales Teams
Companies usually come to me when they have serious problems with sales. They say, "Marina, nothing works anymore. Help us with Agile." The first step we take is selecting the worst-performing sales department. Why?
- If Agile helps the worst department, it will help the whole company.
- Transforming the worst department attracts attention—when people see "losers" becoming heroes, they become curious about Agile.
We teach the team, implement Sway, and initially, salespeople enjoy the process—sticky notes, new roles—it feels fun. However, after about a month, a crisis usually occurs. Salespeople realize they need to change how they communicate with other departments, such as marketing, and how they sell. The traditional approach of pushing a sale, taking the money, and forgetting the client no longer works.
Case Study: Transforming a Chain of Clinics
A business owner of 40 clinics invited me to help improve sales. We selected the worst-performing clinic—35 employees and eight levels of management (even more than some banks!).
We restructured the clinic into three cross-functional teams, applied Sway, and began making changes. However, after several weeks, sales dropped by half. The employees were in shock. Agile seemed to be making things worse.
Then, the chief doctor of the clinic approached me and said, "Marina, I don’t like Agile. I don’t believe in it. I don’t want to participate in this stupid thing." We lost the leader of the clinic, and without leadership, transformation is impossible.
The next Monday, I arrived at the clinic and found the business owner sitting in the Agile room. I asked him, "What are you doing here?" He replied, "Marina, I came to save Agile."
He gathered all the employees and made a speech: "I believe in Agile. It is important to me. I want all doctors to have an Agile mindset. But Agile is not magic. You must change your culture, your way of thinking. It will be difficult, but we have no other choice."
Then he asked, "Who is willing to pay for Agile coaching from their own salary?" Surprisingly, 60% of employees said yes.
Five months later, this clinic became the best-performing out of all 40. Sales reached 105% of their target. Employees took responsibility, communicated effectively, and genuinely cared about patients. This case proves that Agile can transform sales.
Case Study: A Manufacturing Company
A large ceramics manufacturing company was struggling with sales, achieving only 35% of its targets. We implemented Sway, selecting the worst-performing B2B department.
During a retrospective, the sales team asked, "Why do we spend all our time in the office instead of meeting clients?" They decided to investigate.
At the next demo, they presented their findings to over 2,000 employees, including the CEO and department heads. The real problem wasn’t sales—it was logistics. Poor packaging led to broken tiles, forcing the company to issue refunds. The CEO was shocked.
Within a year, the company achieved 127% of its sales target. The sales team alone saved the company over $1 million annually by identifying process inefficiencies. Through weekly retrospectives, they implemented over 300 business improvements. Sales teams have strong communication skills—they can sell anything, including Agile transformation!
The Real Impact of Agile in Sales
Agile in sales is not just about increasing revenue—it’s about changing company culture. Traditional sales is about closing deals and taking bonuses, but Agile sales focuses on customer satisfaction.
When sales teams start asking customers, "On a scale of 1 to 10, how happy are you with our service?" and "What can we improve?"—it changes the dynamic. Customers feel valued and return, leading to repeat business.
In today's world, any product or idea can be copied in months. The only true competitive advantage is company culture and the way employees treat customers.
When Agile in Sales Doesn't Work
Two years ago, I believed Agile was great for every company and every department. Now, I know that’s not true.
I worked with a company where we had zero sales growth for six months. Why? Because the company lacked professional salespeople. Agile does not teach people how to sell. It is a mindset, but without fundamental skills, it doesn’t work.
Agile in Sales: An Adaptive System
Markets change, customers change, and sales teams must adapt. Agile in sales is not just a tool—it’s an adaptive system that evolves with the company.
Final Thoughts
Agile in sales works. If you are leading an Agile transformation, invite your sales team into the journey. They will help you achieve your goals, triple your revenue, and create happier customers.
Thank you.