Being data driven is one of those thing everyone talks about it but very few people actually execute well. The problem is not a lack of data; it’s the opposite. With so much data flowing in through multiple channels, it’s hard to keep up with the volume, variety, and velocity of it all.
That’s why Heads of Sales rely on the Sales Ops teams to filter through it all with the analytics that will deliver actionable insight. Managing operations means making sure that all the revenue operations (RevOps) departments have the resources – process, tech stack, and talent – they need to support the company’s go-to-market (GTM) strategy.
How do the operations departments do it? Often, not all that well.
Lack of clarity impedes progress
Having spent many years in sales and operations, I’ve learned that most companies lack a clear framework for RevOps operations. This is a problem for the organizations and the people who find themselves managing revenue operations without a clear vision for how to proceed.
When each department is forced to bring its own numbers to the table, it’s like each one is speaking its own language with its own metrics and KPIs. In such cases, the numbers don’t add up, which undermines clarity and trust. Instead of having a clear vision forward, the organization has to navigate through hazy conditions..
That’s why it is crucial to unify data across the organization with a single, confident arbiter. But where should you start?
The agile solution
Agile development is a methodology for delivering optimization to software instances that emphasizes flexibility, collaboration, and end-user satisfaction. It values delivering a working product incrementally and regularly over following a strict plan. This allows teams to quickly respond to changing requirements and stakeholder feedback.
This delivery method is typically carried out in short sprints or iterations toward the overall goal of delivering high-quality software that meets the needs of the end user and executive stakeholder. Regular check-ins and evaluations ensure the project stays on track.
The advantage of this approach is that it brings a level of predictability to operations that allows for better planning and execution for the various stakeholders in RevOps. As a result of implementing the agile delivery process, the haze of misalignment lifts, revealing greater visibility, predictability, and confidence in the direction of the function.
The right tech to set the course
A sound go-to-market strategy is built on good data and a strong technology stack. Once you have a regular delivery cycle in place, you can begin to roadmap your path to data unity and filter the signal from the noise.
Start by working with stakeholders to understand the highest value data sources and what tools should be used to facilitate the flow and analysis. Stakeholders in sales, marketing, and customer success, as well as all related operations should be consulted to craft a complete coherent picture of the desired client experience.
At this point a technology expert should be brought in to help all parties understand what’s possible. Getting the core stack in place, along with the talent to extract the analytics, will get everyone on the same page in terms of data.
On that basis, operations managers can plan for predictable, regular progress toward their goals with a data-driven strategy. This opens the way for heads of sales operations to move up to setting the course for strategy and execution.
The right tech talent to allow advancement
Unlike marketing and sales teams at most companies, sales operations teams typically are very small and don’t have enough internal resources to designate a person just for the Salesforce and CRM functions.
That means the heads of sales operations are often stuck with technical tasks they are not so good at and often hate doing. In fact, the demands of managing the tech prevents the sales operations heads from achieving their career ambitions to be active participants in strategic planning.
So how do the sales operations managers manage to extricate themselves from technical burdens and advance to strategic planning? They bring in technical talent.
Even working on a fractional basis, the Salesforce expert can manage the technical day-to-day administration, solve problems, and eliminate bottlenecks. As a result, all RevOps run more smoothly, new implementations can drive greater improvements, and the heads of operations can have a more positive impact pursuing their primary career objectives.
The agile approach enables operations to align the right tech with the right tech talent will lead to the right data for actionable insight and to gain recognition for it. It’s a win all around.
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