COVERSTORY A survey of core advisory members helped determine what was working and what wasn't. been using account management practices in some markets at varying levels, but there was a lack of consistency. To see what was working and what wasn't, we surveyed core advisory members. We also conducted more than 20 interviews with senior leadership in varying roles and asked questions such as: "What does 'good' look like in your eyes?" and "What do you see as potential barriers to success?" ese interviews focused on identifying some best-in-class account management examples, and gathering and reviewing curriculum materials from different markets to provide deeper insight on what could work. e outcome of this phase was the advisory and core teams' validation of an account management process model, concise definition and guiding principles. For the second phase of the project, we worked together to design and develop this blended-learning modular training program based on the extensive diagnostic process. Our The outcome of this phase was the advisory and core teams' validation of an account management process model, concise definition and guiding principles. goal was to create a foundational program that ensured all matrix team members were trained on a common vocabulary and process, and within compliance guidelines. We opted for a modular design so we could provide local markets the option to launch as appropriate. e final program included six modules that focused on the different phases of the process and specific skills and knowledge needed for success using the account management model. Four of the modules needed to be launched in a sequential manner - but could occur over the course of a few months - and a compliance module was required to be launched in conjunction with initial rollout to ensure all BMS has established a uniform account management process that gives matrix teams an effective and compliant means for collaborating to meet account needs. 18 FOCUS | Winter 2017 | www.L-TEN.orghttp://www.L-TEN.org