7 Common RevOps Challenges
RevOps is a powerful way to drive more revenue through your business, but as a relatively new operational concept, there are a few potential RevOps challenges you need to keep in mind:
Lack of buy-in from business leaders
Pinpoint on what grounds stakeholders object. Does the board object on financial, operational, or cultural grounds? Do stakeholders feel threatened by change? Only with a clear objection can you structure a data-driven, logical response.
Lack of alignment on the customer journey
Before implementing a RevOps program, take time to do the hard yards and ensure basic customer journey improvements can even be made.
Lack of internal expertise or ownership
A sure-fire path to failure is no one person has the skills or time required to scope, implement, and monitor the project. As soon as you know it can be done, start to map who exactly is going to drive the idea on a macro and micro level.
Lack of budget
Funding is hard to come by in any business. So before you ask, ensure you’ve built a strong, data-driven business case for RevOps.
Too much technology
Most businesses use more tech than they need. A robust tech audit will give you a clear idea of the technical landscape so you can avoid any tech-based logistical nightmares.
Lack of process/resources
Have you got the internal resources required to restructure? As with any project, ensure you have the right pieces on the board before making a move.
Papering over the cracks
If you start a RevOps function without fixing any of the above points, you’re going to run into problems later down the line. Fix it early and fix it once if you’re serious about RevOps success.
What does a RevOps team look like and how does it scale with company size? What skills are needed? And how do you get started building a RevOps team?
A: Different teams are going to need different resources. Start with a leader; get someone who has experience in this area. Be brave, as no one has all the answers as to what they’re hoping to achieve with RevOps. RevOps is not an admin function, but strategic.
Is the VP of RevOps the same as a CRO?
A: No, CRO should instead be working alongside the VP of Revenue Operations. People in RevOps don’t need to be good at running a sales process themselves. CRO needs to understand the commercial side and drive the business forward. RevOps needs to understand data, processes, and technology that will support GTM teams.
What size of company do you expect to have a separate RevOps team?
A: Depends on the operation and what you’re trying to achieve. Smaller, more agile companies, for example, may not have the resources to hire multiple roles in a RevOps team framework; however, they can take steps towards overall team alignment by establishing an internal RevOps committee formed by leaders within the different GTM departments.
This way conversations and decisions can be focused around overall company goals, and initiatives can be planned and executed based on shared understanding between teams.
Medium to large-sized organizations with more resources available towards growth will want to take steps toward building a dedicated RevOps team and consider widening the mandate to include ownership of business insights, tools and processes, or training and enablement alongside general operational ownership.
Typically, medium-sized businesses will begin by hiring for roles attached to specific teams (Sales Operations, Marketing Operations, etc.) However, it’s important to ensure that these roles are moving in lockstep with your internal RevOps committee to prevent the silos from forming within the business.
Larger organizations, and organizations with more complex needs or hierarchies, will want to hire a Revenue Operations leader or executive to sit alongside the executives of other teams to foster alignment, drive strategic conversations, and own and champion any RevOps-related initiatives across the business.
This may require some internal restructuring, but it is important to bring staff, process, and knowledge together under one operational umbrella that is fully aligned with the wider company goals.
Most GTM teams have siloed tech stacks. How do you best manage the transition given the level of disruption when it comes to ripping and replacing tech?
A: It doesn’t have to be a rip and replace situation. Start by having one function responsible for all of it. Let the operation be responsible for what they’re good at. So many efficiencies can be brought by first getting everyone on the same page. Tiny changes at each stage of the process have exponential growth. We suggest checking out HubSpot’s CRM Platform, which can help you consolidate your tech stack and unify your data to a single source of truth.
How is this different from a modern marketing team with a cross-functional growth team targeting improvements at each stage of the customer lifecycle?
A: Focused RevOps function leads to a consistent message all across the organization.
Do you think that every scaleup needs to employ this discipline at the start and then avoid siloed conflict at a later stage?
A: Revenue Operations is a framework to aid in the growth of your business, so the earlier this framework is considered, the easier it will be to align your internal resources, which reduces the friction when the time comes to scale in earnest. The earlier you can justify, the quicker you can scale. Get the right people in to help you run faster.
Which parts of the existing organization show the most resistance to this approach?
A: Sales is usually the first to push back. Strong management will help avoid this push back. The whole point is to generate more efficiency for scale, and more revenue for the organization. Ultimately, sales wants to earn more money. Even if they grumble, stick with being consistent. Imagine the opportunity. Don’t see the shortsighted nature of sales be a deterrent; you want them focused on the next deal.
What skills would a RevOps person need?
A: Think about what they were doing before the term started to gain popularity. It would be people responsible for leading SDR teams, or responsible for GTM tech and getting the word out within an organization. Maybe they haven’t had the freedom or recognition to flourish. Look forward to a track record of success whilst fighting against a tide.
Data-minded individuals & strategic or big-picture thinkers who are comfortable working with different technologies and data sets are excellent candidates for RevOps roles. People working within teams in specific functions (e.g., sales development) also make for great candidates as they develop deep knowledge of internal processes and areas for potential improvement.
On average, how long would you expect it to take to implement a RevOps strategy?
A: Every organization is different. Even when it’s in place, then the cogs need to start moving. Nothing is left to chance in the GTM functions–we have data between our approaches now
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