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Where is your Organization’s RevOps Maturity?

The RevOps Maturity Matrix that we have created at Everpeak (not a unique idea to us, by the way) is helpful in understanding where your organization is at with its Revenue Operations and - perhaps more importantly - where it is going.

There are many commonalities that we see among companies within these stages.  However, the matrix focuses only on those that are explicitly different and that define an organization’s RevOps progress.

• GTM Plan - How does sales, marketing, customer success, product and finance come together? How repeatable?  How clear are the paths of ownership.
• Documentation - This keeps everyone honest.  If the answer is “Yes”to those GTM questions, but there is zero documentation, the answer is probably “No.”
• RevOps Ownership - Early stage RevOps has “de facto” ownership. It is often a leader that understands the need, takes an interest, and simply becomes the person for RevOps. Ocassionally, we see the role filled (at least in title) by someone from the IT department.
• Technology Flexibility - Over time, the technology within your company should become both 1) simpler, and 2) more entrenched in processes.  Early stage RevOps is very flexible by necessity, while later stage has developed workflows, data structures, and integrations that make tech stack changes more difficult.note:  by itself, an inflexible tech stack does NOT indicate a mature RevOps model.
• CRM adoption - As organizations get better at RevOps, they also get better at utilizing their CRM (Client Relationship Management) software.  Full stop.  We have never seen an exception. What does that really mean? These 3 Things give us a common definition.
• Data - Early stage RevOps doesn’t have the right KPIs (Key Performance Indicators) in place, yet. Later stage (Scaling & Optimizing) have the core ones but has a wishlist of KPIs they’d like to have.  They can’t have them now because of data. The data they need is not accurate, missing, not integrated, or all of the above. So we could call it KPIs, but really, it’s data.

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Is Better Better?

As you look at those attributes among companies, you might be inclined to think, “As the RevOps maturity advances, the company size also increases.” This makes sense given that bigger companies have bigger GTM (Go To Market) teams and more resources to do RevOps right.

But the data tells a different story.

The size of the GTM team follows a very similar story across companies. On the far left, you have really small startups but you also have very large enterprises that have done things the same way for decades. They have all the technology. They certainly have the headcount. But there is just now some internal champion aking, “Why is predicting next quarter’s sales pipeline ia 16 hour project?!  Why are half of the contacts in our CRM no longer at the company?!  Why does it take a manual report to see which customers have a contact expiring this quarter?!

These companies have many other fantastic assets (brand, know-how, distribution, patents, etc) that have allowed them to grow in the market. However, some event has made them realize that the growth won’t last forever. Their competitors are eating away at market share. Employees are more frustrated.  The (anecdotal) data we have supports a graph like this:

Mid-Market Rising

Companies that look at themselves as challenger brands have a huge opportunity in RevOps.  They have the opportunity to improve their company performance, employee satisfaction, and customer happiness by focusing on RevOps.  I

In doing so, they have the opportunity to take market share from the big guys who have access to the same tools, data, and even people, but they are not focusing on the connective tissue called RevOps that makes it work.

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