Welcome, RevOps cartographers. Here it is: another map for your collection that will also serve the critical purpose of illustrating where your team is now and where you need to go in order to be a best-in-class RevOps team. This, in case you hadn’t guessed, is your guide to mapping your revenue operations maturity. 
 

What makes running a team or changing its structure so complex is that every team is already a living, breathing system. While all systems change and mature over time, the best ones do it intentionally

RevOps teams, in particular, should strive to move towards: 

  • Alignment around your north star
  • A team structure designed specifically to address your company’s needs and goals
  • Processes to address every key business function 
  • Centralized architecture in service of revenue teams and the customer experience
  • A strategic operational roadmap with built-in utility to act as a source of truth

Once you’ve defined the structure of your team (roles, responsibilities, priorities, authority), you need to understand where your largest skill gaps lie–what would need to change to make your team more impactful? 

 

Every team is different, but having working with as many as we have, we feel comfortable saying that the “one thing” thats typically most important when establishing a RevOps team is prioritizing and aligning around your north star. What you have as a team is your ability to choose the right work to make the greatest impact. 

 

To start identifying skill and/or knowledge gaps, try rating yourself on how true these statements are for you and your team: 


1. I have a complete understanding of our customer journey from end to end.

2. Our revenue team knows and agrees on where gaps exist in our customer journey.

3. When it comes to what is being worked on and why, there is visibility and certainty across our GTM teams.

4. Our north star guides our team’s decision making.

5. I understand the processes, skills, and pains of each GTM function.

6. I regularly collaborate on work with other teams without fear of bottlenecks.

7. I feel confident that I could tie my in flight work to revenue impact or the customer experience
8. Our roadmap has strong utility; we update and use it regularly

It’s also important to remember that this isn’t something that happens overnight. From the moment a team starts examining their buyer experience holistically and speaking the RevOps language, there is progress being made. A team that’s aware they have high-impact gaps and has the desire to be more intentional is already maturing.