We know the substantial performance delta between companies which follow a sales process and those which do not. As leaders, our responsibility to our investors and our employees is to be strong corporate stewards and enablers of profitable growth. In the enterprise B2B space where sales cycles are often an enterprise-wide pursuit, it takes both alignment and organizational discipline to better execute and demonstrate the results we’re accountable to deliver.
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While Americans rebalance trillions of dollars in assets in their 401K plans to stretch returns 75-100 basis, we often fail to adjust the investments we are making in our sales and marketing portfolio. If an investment manager has a fiduciary responsibility to maximize returns at a given level of risk, why do we relieve our sales and marketing teams from the same accountability for more than a trillion dollars of annual spend?
Read MoreThe constraints of the growth phase are particularly pronounced in B2B organizations, especially those selling complex products and services. The best customer-facing leaders recognize the strategies which helped them grow are not the same ones needed to achieve profitable, scalable growth. To operate at scale, the components of the revenue operations system must be both optimized and aligned to consistently achieve four objectives.
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