As the Vice President of Sales in an organization dealing with disruptive product launches, you face a unique and complex challenge known as a “bimodal” strategy. A bimodal approach requires you to simultaneously manage your established, repeatable sales processes while also developing a distinct, agile sales team specifically geared toward handling disruptive products and innovations.
The essence of the bimodal model is recognizing that the skills, processes, and metrics necessary for selling traditional products differ significantly from those required for disruptive innovations. On one side, you have your established sales organization focused on execution—optimizing existing customer relationships, maintaining predictable sales cycles, and consistently delivering revenue based on proven sales methodologies. On the other side, you must establish a new sales group driven by discovery, experimentation, and rapid adaptation. This agile sales team will need to operate independently but synergistically with the main sales force – and the rest of the product launch team including R&D, product management, marketing and customer delivery.
When building your agile market entry team, hiring strategies must differ substantially from your traditional sales team. Ideal candidates for this disruptive team are those who thrive in environments of uncertainty, are naturally curious, and possess a strong entrepreneurial spirit. Often labeled as “rebels” or “cowboys,” these individuals are comfortable taking risks, formulating and experimenting with new ideas, and adapting quickly based on feedback. Unlike traditional sales personnel who rely on structured processes and known selling techniques, agile team members should have a discovery-oriented mindset focused on rapid learning and iterative improvement.
Leadership and management approaches within the bimodal framework must also reflect these distinct differences. While your traditional sales organization thrives on clearly defined KPIs, structured processes, and systematic management, the agile market entry team requires leadership comfortable with ambiguity, experimentation, and iterative pivots. Leaders overseeing disruptive product sales must encourage calculated risk-taking, foster innovation, and rapidly interpret market signals to adapt sales strategies effectively.
It’s crucial that both teams perceive equal value in their contributions. The traditional team provides the revenue stability that allows the disruptive team to operate, while the disruptive team pioneers new market opportunities that ensure future growth and competitiveness. Establishing clear communication channels and fostering mutual respect between these two teams can prevent potential friction, misunderstandings, or internal competition that might undermine organizational cohesion.
Ultimately, a successful bimodal strategy balances disciplined execution in your existing business with flexible, innovative exploration of new opportunities. By clearly delineating roles, carefully selecting team members based on their suitability for the respective sales approach, and maintaining distinct but complementary management styles, you can effectively leverage the bimodal model. This structured yet adaptable approach positions your sales organization to effectively handle disruptive product launches, ensuring continued organizational growth and success in rapidly evolving markets.
Get a free copy of your Sales Playbook for (Disruptive) Product Launch Strategy.
