The Million Dollar Question About the Impact of Revops
How long does it take to become an intentional revenue operations organization? If only there was a way to answer that. Realistically, it depends entirely on the specifics of a business, the gaps that exist, and the willingness of the revenue team to make the necessary changes. The same goes for what the journey from legacy (or no ops) to RevOps will look like. Here, we’ll talk about how to measure RevOps impact and maturity over time.
The Levels of RevOps Intentionality
The Impact of RevOps Comes in Layers
Measuring RevOps Progress
The way you can measure progress when it comes to operational maturity is by the evolution of specific skills that will help drive your organization to the next stage of intentionality. The four core capabilities of RevOps—strategy, tools, enablement, and insights—are comprised of many individual skills that allow us as operators to perform key functions like durability testing, 3VC analysis, and roadmapping.
By identifying the skills you and your team need to strengthen in order to make your work more customer-based, you’re creating a maturity map on which to measure yourself and your progress.
A Real-World RevOps Analogy
We’ve often heard people ask how or why RevOps increases LTV. As luck would have it, our CEO, Jason, has a simple analogy that illustrates an answer that question. On LinkedIn, he called it the metaphor he uses “to explain to his mom what he does,” but we’re sharing it here because it makes so much sense.
In this analogy, your company is a Target store. Your go-to-market functions, and every person or team that interacts with your customers, are the different sections and aisles of the store.
As anyone who has ever been to Target—or any store like it—knows, the layout is designed to guide you from aisle to aisle in the hopes that you’ll buy as much as possible by the time you reach the end.
If something happens along the way that adds friction to that buying experience, you might head to the checkout line earlier than you would have otherwise. Sure, you’ll still spend some money on whatever is already in your cart, but whatever you would have spent if you’d made it all the way through the store is left on the table.
When companies don’t think they need RevOps because they’re already making money, it’s usually because they don’t realize that they’re missing out on substantial increases in LTV—just like the cashiers at the metaphorical Target have no idea whether what they’re ringing up isn’t as much as it could have been.