Sales operations are in a unique position in any company. Not only do they bridge the gap between sales leaders and their teams— therefore being the only people with knowledge of both the long-term goals of the executives and the day-to-day progress of the sales reps—they also combine insight and intelligence from marketing, finance, and other C-suite leaders into an overall perspective of the company.
In fact, they’re the Mycroft Holmes of the business world. Mycroft, Sherlock’s older brother, was a polymath at the beating heart of the government, he was:
“…the central exchange, the clearinghouse, which makes out the balance. All other men are specialists, but his specialism is omniscience. [a minister] could get his separate advices from various departments, but only Mycroft can focus them all, and say offhand how each factor would affect the other.”
Sales ops are specialists, but their specialization is the ability to take data from all over the company and work to fulfill the goal of the leadership—increased growth. They can incorporate all the necessary information from multiple sources in a company and, through their analysis and reporting, make sure everyone is on the same page.
But they can do much more than that. By pulling together individual insights, they can help executives improve productivity and efficiency throughout the company, find ways to align what leaders want with what teams can achieve, and help the leadership plan ahead, look back, and predict the future.