5 Reasons Businesses Fail to Implement MEDDIC

So, you’ve decided to implement MEDDIC! This must mean that accurate forecasting and a predictable pipeline are just around the corner, right? Not quite…

Anyone who’s ever tried cutting their own hair with the help of a YouTube tutorial knows there’s a massive difference between just giving it a go and actually knowing what you’re doing.

The same goes for MEDDIC. It’s often perceived as a magic bullet, but getting it right takes a ton of effort and organisational heavy lifting. However—and this is a big, important “however”—when done right, MEDDIC can completely revolutionise your sales organisation for the better.

With over two decades of experience in implementing MEDDIC for a wide variety of businesses, we’ve identified several common mistakes that, if not addressed early, can lead to a significant amount of wasted time, money and effort.

1. Lack of Skills Training

It’s crucial to remember that MEDDIC is a framework, not a training manual. Think of MEDDIC as the “WHAT” and the skills you train around it as the “HOW.” For example, consider the first criterion, “M-Metrics.” It’s not as simple as asking the customer, “What are your metrics?” Instead, you need to focus on the associated skills for that criterion. These skills might include asking open-ended questions, positioning market insights, active listening, probing, and using commands.

Insufficient training is a common mistake. Without a thorough understanding of the MEDDIC framework whilst codifying and training on the right skills, sales teams can’t effectively apply its principles. Regular training and coaching sessions are essential to ensure that everyone understands how to implement MEDDIC properly.

2. Not Tailoring to the Business

Companies often make the mistake of applying MEDDIC in a one-size-fits-all manner without considering the unique aspects of their market, product, sales velocity, and competition.

Certain areas of MEDDIC may become more important or require more focus due to these specific market factors. For example, a media sales company will need to take a different approach compared to a software business. Understanding and adapting to these nuances is crucial for MEDDIC to be effective.

As we touch on later in this article, decisions like these need to be made at the company level and must be clear and mandatory. Treating them as subjective or optional often hinders deep adoption.

3.  Ignoring Buy-In from Management & Leadership

For MEDDIC to be effective, it needs to become an organisational capability, not optional or sporadically applied. When MEDDIC is deeply ingrained in the DNA of commercial teams, its value starts seeping into all areas of the business. This includes financial forecasting, management coaching, and even the hallmarks of a high-performance culture.

If the management and leadership teams are not fully committed and aware of the part they play, the methodology will not be integrated deeply into the business culture. Leaders need to champion MEDDIC and model its use in their interactions.

4.  Treating it like a Box Ticking Exercise

One of the most common misconceptions about MEDDIC is that it operates as a simple checklist. Some think, “All I need to do is gather this information, and the deal will close, right?” If only it were that easy.

When used correctly, MEDDIC helps us identify red flags as quickly as possible. To do this effectively, you need to change your mindset and truly believe that finding red flags is a good thing!

This approach forces sales organizations to qualify towards a “no.” While this may seem counterintuitive, it actually saves time, effort, and resources. It also removes the rose-tinted glasses we all tend to wear when looking at opportunities.

By aggressively qualifying MEDDIC criteria and seeking customer-driven evidence, we gain a clear view of the robustness of opportunities in our pipeline and understand what steps we need to take next.

5.   Lack of Reinforcement and Accountability

Without reinforcement and accountability, MEDDIC adoption can quickly fade. Sales managers should ensure MEDDIC becomes the core language of deal reviews, pipeline reviews, forecasting, and daily coaching interactions.

To support ongoing adoption, MEDDIC needs to be integrated into the very fabric of the sales organization. This means embedding it into the CRM, making it central to sales processes, and using it as the key criteria for forecast methodologies. Essentially, everything should operate through the lens of MEDDIC.

Think of it like learning a new language: Rosetta Stone and YouTube videos can only take you so far. It’s when you live in the country and speak the language every day that you truly become fluent.

Click here to download your free MEDDIC Light Opportunity Scorecard or reach out to us for the full version