What is your excuse for avoiding RevOps?
“It’s too disruptive, expensive, or different.”
“Our CEO thinks it’s a waste of time.”
“The sales and marketing teams won’t like it.”
Companies have many reasons to avoid adopting more agile processes, even though revenue operations deliver faster and more effective go-to-market.
Gartner’s research estimates that by 2026, 75% of the highest-growth companies will adopt a RevOps model. This rate is up from less than 30% in previous years.
But what if you’re already using RevOps best practices without realizing it?
Suppose your teams instinctively align operations among teams, optimize GTM processes by leveraging tools and technology to centralize data to anchor strategy decisions, and focus on revenue forecasting through territory management that moves beyond geographic markers. In that case, you’re already on the RevOps path.
During the recent RevTech Summit, guest speaker Amy Cook, CMO and Cofounder of Fullcast, shared historical insight on RevOps evolution in ancient trade, manufacturing, and tech. If using revenue operations to improve go-to-market strategies is right up there next to sliced bread, it’s probably because it’s been around just as long.
Amy explained how the ancient Romans perfected these four foundational functions for expanding markets.
- Aligned Operations: Tax collectors, governors, and the military collaborated to ensure efficient tax collection and minimize the risk of rebellion.
- Process Optimization: Roman officials adjusted poll and land taxes based on economic status and productivity to maximize revenue and ensure fairness.
- Tools and Technology: The use of standardized currency was an advanced tool for its time, facilitating trade and tax collection across the vast empire.
- Revenue Forecasting: The Romans meticulously ranked provinces by their type of economic output (e.g., grain from Egypt, silver from Hispania) to accurately forecast resources needed for infrastructure projects, social programs, and military expenditures.
In the wake of the Industrial Revolution, these same strategies helped propel Ford Motor Company and the emerging manufacturing industry to unprecedented success. By 1918, Ford had captured 10 percent of the market share. By the early 1920s, over half of the registered automobiles worldwide were Ford.
Here’s how:
- Aligned Operations: The different departments at Ford were highly aligned to ensure a steady supply of vehicles, efficient sales processes, and strong customer relationships.
- Process Optimization: Henry Ford revolutionized manufacturing with the introduction of the moving assembly line, which reduced the time required to produce a Model T to just over 90 minutes.
- Tools and Technology: Ford utilized only the best machinery and standardized parts, giving them a significant technological advantage in the automotive industry.
- Revenue Forecasting: Careful revenue forecasting allowed Ford to strategically lower the price of a Model T (from $850 to $260).
So, what happened?
The Clash of Bureaucracy and Digital Transformation
When bureaucracy and digital transformation collide, the result is often a frustrating standstill. Siloed teams, each operating with their own priorities and metrics, struggle to align on a shared vision, leading to inefficiencies and bottlenecks. Over-specialization creates barriers rather than bridges, limiting cross-functional collaboration and stifling innovation.
A rigid hierarchy further compounds the issue, slowing decision-making and making it difficult to adapt to shifting market demands. True transformation requires breaking down these silos, fostering agility, and embracing a holistic approach that prioritizes flexibility over red tape.
“Having investigated 120 companies worldwide, I estimate that 35% of time is swallowed by bureaucratic red tape, bad excuses, and corporate BS. This, in turn, generates unprecedented frustration,” said Martin Lindstrom, founder and chairman of the Lindstrom Company, a brand transformation and consulting group, during a landmark Forbes interview with Kathy Caprino. “Our ‘deliverable’ has turned into the number of Zoom meetings we attend, the size of our decks, and the complexity of our spreadsheets.”
Instead of resisting change with siloed teams, data, goals, resources, and limited communication, it might be time to embrace and refine what’s already in motion!
Have we met? Rediscovering Effective RevOps Strategies
RevOps isn’t just about fixing inefficiencies—it’s about reimagining how organizations operate. By applying organizational theory and RevOps strategies, RevOps teams can break down silos and create a more agile, collaborative environment that improves territory planning efforts.
Collaborating on best practices to lead GTM strategies ensures that every function is aligned toward sustainable growth rather than competing priorities.
When RevOps determines structure and processes at an industry level, it sets a precedent for efficiency, scalability, and innovation. And by leveraging AI for business strategy, RevOps transforms data into action, empowering leaders with real-time insights to make smarter, faster decisions.
The future of revenue growth isn’t just about selling more—it’s about building a seamless, intelligent, and forward-thinking ecosystem that drives long-term success.
Have questions on expanding RevOps for more effective territory planning, sales growth, and automated territory management? Let’s chat.
