According to a recent survey by SiriusDecisions, a research and advisory firm, 90% of B2B companies plan to establish or expand their Revenue Operations (RevOps) functions. It indicates a growing recognition of the importance of RevOps in driving revenue growth and improving operational efficiency.
However, before the organization hires, the new RevOps Leader must agree to avoid the following critical, often circulated fallacies. Many of these points are validated by reading the job descriptions, based on the conversations with recruiting teams or even hiring managers:
RevOps is just a new name for Sales Operations - as I mentioned in my previous posts, this is a common mistake. While Sales Operations is a component of RevOps, the entire concept is hinged on a holistic approach encompassing all revenue-generating activities, including marketing, customer success, and several other scaling areas.
RevOps is only for large organizations - it is another common misconception. RevOps can benefit organizations of all sizes, including small and medium-sized businesses. Small businesses can gain significantly from implementing RevOps practices early to avoid inefficiencies hindering growth. You should invest in this function before the organization starts operating and scaling your business.
RevOps is all about technology - this is the most common fallacy in organizations unwilling to hand over the GTM planning rains to RevOps but retain the notion of looking across multiple GTM verticals. While technology is an essential part of the function, RevOps is a first and foremost business-oriented function that cannot hide behind the systems administration ticketing procedure. The job involves aligning people, processes, and technology to achieve revenue goals. Fundamentally the tech is only facilitating the GTM objectives. It is a part of the planning process that each RevOps team must do subsequently, not being driven by the random systems alterations.
RevOps is only for B2B businesses - this is not true. RevOps can be applied to any business that generates revenue, regardless of whether they sell to other companies or consumers. So yes, efficiencies to gain are everywhere.
RevOps is not a role or department - many organizations think this is just a concept without real people behind it. No, a function and department create synergies between individuals driven by multiple, often conflicting agendas. You must be willing to remain operationally efficient when you are a more minor or extensive organization. Why not use operational capacity in areas that are not helping the entire organization to stay focused on what matters?
In conclusion, it is essential to understand the misconceptions and fallacies surrounding RevOps before the hires are made. You can’t bring random people to join this pivotal function. Since the synergies are objective, every newly hired Revenue Operations leader must get a combination of the domain pedigree (sometimes many) and know how to identify the critical handover processes in the GTM execution plan. By debunking these misconceptions, businesses can implement RevOps practices to streamline revenue-generating activities, drive growth, and achieve a high-performing revenue machine.
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