Stephen Diorio - Revenue Operations

A top concern among the executives we interviewed was whether the gains to be had are worth the pain. Will the growth and profits that result from deploying Revenue Operations justify the pain from organizational change and management time and attention?

The answer is yes. Deploying Revenue Operations will help your organization generate more growth, more consistently, and at lower cost. In fact, collectively and on paper, these economics suggest that current estimates of the impact Revenue Operations can have on firm value and financial performance are relatively low compared to what is achievable.

Moving to a Revenue Operations model may not be easy for many, yet the performance gains will make it worth the effort. The financial and business benefits of moving to a Revenue Operations model are clearly worth the pain of the change involved, especially by executing and stacking a series of small, incremental steps to achieve larger goals. Those improvements can also be sustained and scaled over time through rigorous, incremental process improvements.

Even greater gains await those who seek radical process improvement or full commercial transformation. Leaders from firms like Avaya, Konica Minolta, and Juniper Networks who have been willing to take on the political, cultural, and change management involved have successfully turned years of declining revenue into rapid growth. Growth leaders from hyper-growth firms like insightsoftware and Rev.comare also using these principles to scale their growth a hundredfold.

In the next chapter we will outline the discrete steps these organizations are taking to better align their revenue teams, operations, systems, and processes and to grow faster and at lower cost. At the end of this book (in the Appendix) we will provide tools you can use to systematically identify the three or four steps your organization can take today with the greatest short-term financial impact.

In the next section, we will detail the business practices underlying the Management System for Revenue Operations and provide examples of three leadership models you can choose from to deploy in your organization. We will rigorously discuss six specific pillars that span the people, process, and technology of revenue growth. These pillars provide executives and managers with a road map for aligning their revenue teams, commercial operations, automation, and processes to accelerate revenue growth and expand customer lifetime value.

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