In case you missed it, we hosted a webinar with the InsightSquared team last week. Our CSO, Jen, and InsightSquared’s CEO, Fred, chatted about Revenue Operations and how to apply the methodology to your own company.
As a quick refresher, Revenue Operations is a methodology for operating businesses. It combines the marketing, sales, and customer success ops functions into a single strategic team, closing gaps in the customer experience by breaking down internal silos and making revenue impact the north star for the entire company.
Here, we’ll answer the questions Jen and Fred couldn’t quite get to at the end of the webinar.
How do you create accountability without departmental silos?
We always tell business operators that departmental silos aren’t a sign they’ve done something wrong. Silos form, in large part, because every individual function wants to be accountable to someone, due to four main things: a growing number of employees, a growing number of departments, increased specialization, and misaligned metrics or incentives.
With revenue operations, people in your organization are accountable to the company’s revenue goals, as opposed to just being accountable to their manager or head of their department. While Sales has a quota to represent and reinforce that accountability, Marketing and Customer Success, historic, have not.
So, give them quotas. Marketing is already increasingly responsible for generating pipeline, and should be owning a concrete revenue number. Make Customer Success officially responsible for cross-sell and up-sell, and you have go-to-market teams that are aligned around the revenue goal and accountable for their role in reaching it.
How do you see Sales Enablement fitting into the RevOps framework?
There are 4 core skillsets present within a RevOps team: strategy, tools, enablement, and insights. What this means is that every person in a RevOps role will have functional experience in one or more of these areas.
Sales Enablement falls under the enablement skill, which means that part of your RevOps team’s responsibility is to ensure that the correct training and coaching processes are in place to support not just your sales team, but every team within your org.
If, in analyzing your pipeline, you’re finding that a lack of proper training of your SDRs or BDRs is resulting in friction in the buyer journey, it should be the role of the RevOps team (or whoever is serving that function in smaller companies) to solve that problem by implementing additional training.
For every new process or tool implementation, enablement is a critical factor for success, company wide.
What are some good tactics for promoting a culture of data stewardship amongst revenue teams?
Data management is one of the pains we see a lot, particularly for SaaS companies. Solutions for this problem range from technical to behavioral, depending on that specific problem. Here are some of our tips for promoting a culture of data stewardship within your revenue team.
- Establish a workflow that includes data logging
Incomplete CRM data is a plague. It’s also extremely common, particularly for smaller, scrappy teams who don’t always feel they can make the time to input data. A good way to combat this is by establishing a sticky workflow with built in time for data logging.
- Make sure your tools are properly integrated
When your MarTech and Sales Ops tools aren’t working together, the result is disorganization and rework that no one has time for. Making sure your tools are properly integrated helps combat things like duplicate records and syncing errors, and makes sure your systems are running as they should.
- Look for insights regularly
Being able to make data-driven decisions means not only collecting raw data, but identifying the stories within that data. Finding trends or patterns in your data can help fuel your pipeline by establishing connections and similarities between both current and future customers, in order to inform your selling strategy across the board.
- Encourage transparency & data sharing
Data silos lead to all kinds of friction, both internally and for your customer. Create a culture of transparency where data is readily and consistently shared between individuals and teams. Have meetings to facilitate knowledge transfers, and make sure data is flowing between your systems as well, to avoid clunky handoffs that your customer will feel.
Do teams commonly structure their RevOps org members by the 4 skills (strategy, tools, enablement, insights)? Are there 4 owners? What's the best way to ensure alignment?
This question was addressed during the webinar, but we think it’s an important one to put in writing, too. The four skills of RevOps aren’t so much about org structure or specific roles within the RevOps team; rather, they represent the capabilities of the team as a whole.
Ideally, your RevOps team will have an even spread of each of these skills, regardless of how many people are actually on the team. Of course, most everyone has an area of specialization, and that’s fine. What you want is a team who can work together to define a holistic strategy for your business without falling into silos based on their specific backgrounds.
The best way to ensure alignment within your revenue team as a whole is to rally everyone around a shared goal, which is communicated via an operational roadmap. By prioritizing work based on its predicted revenue impact and illustrating the role each function has in those solutions, it becomes much easier to keep everyone on the same page as far as day-to-day strategy.
A huge 'thank you' to everyone who joined us for the webinar and submitted questions for Jen and Fred!
If there's ever anything you want to know about RevOps and how to apply it to your business, come chat with us!