Are you looking to step into the realm of RevOps in 2020? This fast-growing approach is changing the game in B2B sales and marketing organizations—and for good reason. According to Forrester SiriusDecisions, companies that align their revenue operations grow 12-15 times faster than their peers and are 34% more profitable. This focus on alignment–of people, processes, data and technology—is becoming even more important as we brace for increased uncertainty across the sales landscape.
At InsightSquared, we had the incredible opportunity to hear directly from Anthony McPartlin, Principal Analyst, Forrester at our company kickoff. Here are a few key takeaways:
Early adopters are embracing RevOps
According to a Lean Data/Sales Hacker survey, 31% of companies have a RevOps function in place, and 27% are building a RevOps function. If you aren’t there yet, don’t be discouraged. There’s still plenty of time to jump on the RevOps train, but it’s clear companies are recognizing the opportunity to evolve operations capability across the GTM functions to meet their growth and efficiency needs.
There is no one-size fits all RevOps configuration
According to McPartlin, companies should evaluate their approach based on a range of factors including; size, organizational growth stage, business model complexity, degree of existing alignment, business performance status etc. While emerging companies may want to centralize their resources and functions, for bigger companies, this is not always feasible. The reality is a two-billion-dollar company likely does not have the same agility and flexibility as a start-up to streamline the decision-making and align processes without requiring change management. As you evaluate configurations, focus on a realistic timeline and what is achievable for your organization. When it comes to RevOps, there is no one-size-fits-all.
RevOps should look beyond internal processes
While organizing for RevOps is a critical challenge, it is not the only one. For example, Rev Ops is charged with elevating performance measurement by translating data into actionable insights for senior leadership and thereby closing the gap between functional and commercial performance management.
McPartlin recommends that companies think of RevOps as not only driving an internal transformation but also the transformation of how sellers engage with buyers. That means ensuring visibility into all interactions across the buyer’s journey to understand how target personas engage. This also allows organizations to understand how effectively and productively they engage with these buyers across sales, marketing and customer success.
At InsightSquared we believe RevOps is a journey. Don’t try to conquer it all at once. Find a key area of pain that you can show progress in, then build a coalition from there.