If you’ve been responsible for driving revenue in your company the last few years, you’ve probably had one or two conversations about how to make revenue more predictable.
In fact, maybe you helped contribute to the recent 55% increase in RevOps adoption.
Or maybe you're still considering whether to implement RevOps. Either way, it’s important to ask where the RevOps movement is headed and the impact it might have on your business.
In short, RevOps is the process of driving predictable revenue by aligning sales, marketing, and customer service.
So, in shorter…
RevOps Goal: drive predictable revenue
RevOps Method: align sales, marketing, and customer success
Seems simple enough.
Most of us have likely witnessed some level of misalignment between Sales, Marketing, and Customer Success teams. Maybe we've even seen them operating on their own islands...I mean, it is possible. 😉
But what are the results of siloed efforts and fragmented GTM activities? How about:
Given the potential downside to fragmented GTM efforts, it’s clear why RevOps is being adopted so quickly.
Yet, it’s very early days for RevOps. There are still open questions about where RevOps is headed and how it will impact business.
Beyond the common nomenclature, DevOps and RevOps have key similarities that should provide helpful signposts to indicate where RevOps is headed.
DevOps is often described as a set of practices, a set of methods, and a culture. It has been revolutionary in its efforts to change the way code is developed and deployed.
RevOps is similar in being a set of practices and a culture. It is working to change the way teams work together to generate revenue.
In both cases, they should be considered a movement rather than a technology or a role.
DevOps seeks to align Developer teams with IT Operations. Whereas, as stated above, RevOps seeks to align the GTM teams of Sales, Marketing, CS, and Operations.
Although these are all very different functions, they do each have their own unique history, set of best practices, hierarchical leadership, and optimal outcomes. As a result, creating a “one team” outcome is extremely challenging.
It didn't take a lot of analysis for DevOps teams to discover that large, bloated releases always slowed down their projects. They also proved to be a consistent cause of failures. To remedy this, they turned to both Agile and Lean frameworks.
The Agile/Lean approach broke large projects into smaller pieces that could be iterated upon. It also helped Development teams to process these smaller pieces faster and pass them along to the next team. In essence, it created more integration points between teams, helping them to further align.
RevOps is working through a similar process with GTM teams. By breaking apart GTM projects into smaller, iterative activities, those teams can both execute faster and find more alignment points.
For DevOps, one critical change to their development process was bringing testing into the code development process as early as possible (e.g. CI/CD or “Shift Left”). This was meant to accomplish two things: 1) ensure different teams are aligned and 2) reduce disruptions further downstream.
Similarly, RevOps is changing how work is getting done. One key change in this realm is the investment in the standardization of data pipelines (aka Gen 2 of Business Data). By creating a clean, centralized view of business data, all teams can use the same source of truth. This accomplishes something similar for RevOps—alignment and faster time to market.
So, what do all these similarities mean for RevOps? First, most of the RevOps initiatives that were started in the last few years should be foundational in nature. It's likely they will be ongoing, multi-year efforts.
Given that, expect more investment in:
These were common first steps for teams who successfully implemented DevOps. So, they seem like reasonable expectations for RevOps in the near-term.
Beyond that, there have been three natural progressions for DevOps that I think we’ll also see in RevOps:
Automation is often defined as setting up one task to run on its own. Admittedly we’re already seeing bits of automation at work in RevOps, so this one isn’t too far into the future.
And it makes sense. It’s common to turn to automation to help create consistency, reduce the toil of manual tasks, and ultimately help teams scale.
I tend to think of orchestration as the natural progression of automation. It relies on automation to set up multiple tasks to run on their own as part of a process or workflow. Given this, orchestration will be critical to fully align Sales, Marketing, CS, and Operations.
Unfortunately, this is something we’re not yet seeing in the marketplace, but we will soon!
Once tools are in place, teams are aligned, and orchestration is a reality, the next natural question is, “is this working?”. To answer this question, we should see an increase in tools that observe and measure both the process and the outcomes. You can’t improve what you can’t measure, right?
Finally, investment in these tools, process, and teams will lead to some natural sprawl. The observation and measurement tools noted above will show some of the inefficiencies. But the natural path of RevOps maturing will lead to a consolidation of tools into a single platform.
A single platform will enable GTM teams to 1) work from the same data, 2) work from the same tool, 3) work cohesively toward the same goals, and 4) observe the same outcomes. Think GitLab for RevOps.
Getting to the future of RevOps will depend on the maturation of an entire industry. There are many milestones between now and then. But that doesn’t mean we can’t enjoy measurable gains in the meantime.
The main goal of RevOps is to drive predictable revenue, right? Undoubtedly, as the vision of RevOps comes to fruition, we’ll see some amazing results. But we don’t need to wait for that future to drive predictable revenue.
As we’ve shared, Tingono makes it easy to retain and grow customer accounts. We predict customer churn risk and account growth opportunities based on your business data. We then turn that insight into action, driving the right customer activity at the right time.
This approach helps your GTM teams to scale, giving them the tools they need to focus on activities that drive predictable revenue.
So maybe while you’re waiting for the future of RevOps, you can get a head start on driving predictable revenue by working with Tingono. Let’s talk!