My fellow RevOps peeps, I have an important announcement...
I have a big fear about the future of RevOps that I feel I need to share with you.
My fear is that in the RevOps community, we're getting fancy and losing sight of two big questions as it relates to our function:
Allow me to answer these questions...
Unfortunately, I see a lot of other stuff outside of this "mission" taking place within our community of leaders.
We're getting fancy, and if we don't bring it back to the basics of what I described above, we're going to end-up going the way of so many other flavor-of-the-month topics in the business world—relegated, unfocused, and tactical. Worse, eliminated altogether.
This focus requires that we are analysts first, strategists second. Our output should define the WHAT not the HOW. The HOW should be defined by the functions in the business that already exist:
The RevOps functions points out WHAT isn't working across the revenue engine and, secondarily, WHAT the strategy might be. Leave the HOW to the appropriate function.
Go back to answer #1. This "why" is, essentially, the COO/GM's job.
Of course, I now hear you asking "If it's the COO/GM's job, then why have the RevOps function in the first place?"—great question.
In my opinion, and again going back to why this function exists in the first place ("To identify bottlenecks and opportunities to maximize the organization's revenue and scale potential."), an organization would add a RevOps function in one of the following two scenarios:
If you find yourself relegated and tactical, unable to articulate exactly why your role exists, and/or doing day-to-day work that looks and smells a lot like marketing/sales, my guess is that you haven't gotten clear on the answers to these two critical questions. And there's a good chance your COO/GM is unclear, too.
If that's you, start here with these two questions. And my hope is that our community of RevOps leaders does so before our COO/GMs read this first and start to question our existence.
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