RevOps task prioritization and planning: from theory to action!

Step 2 of how to do RevOps

After having mapped the current RevOps processes, the next step is to point out frictions and opportunities to optimize the RevOps workflow. The goal is to create a list of improvements (with the definition of specific tasks), propose a new map of optimized RevOps processes and prioritize them in a project management context. 

How to identify RevOps process frictions and opportunities for improvement

There is no standardized way to identify frictions and opportunities in a workflow. Curiosity and an analytical mindset are the main basis for proposing improvements in operations that inevitably change from one business to another.

However, we can identify common situations, which can help us to identify what may be malfunctioning, disjointed, redundant, or can be optimized.

Siloed outcomes

Often teams have an isolated view of their own activity, disconnected from the overall operational process of revenue generation. For example, they do not share useful information, results, KPIs, data, or technological tools with other teams. Not out of malice, but simply because of non-optimized praxis, due to a lack of alignment with other teams dealing with the same commercial reality.

A common example is how Marketing and Sales teams can treat the lead qualification process differently, sometimes even contradictory. 

Inconsistent procedures

When we create the process map, we may see lack of consistency in the processes. Also, results that are difficult to trace, to measure, or have no assignees.

Inefficient tech stack and lack of data consistency

The fact that unconnected platforms often process the same information with different outcomes is one of the most obvious signs of redundancy and lack of alignment.

In addition, the absence of a data generation model and the access to a Single Source Of Truth (SSOT) produces inconsistent analysis. Unreliable data leads to bad decisions.

Inefficient manual processes (lack of automation)

Manual processes that can be automated potentially generate poor, random and unreliable data.

Optimized process map (future state mapping) 

The new map, with optimized processes, is created from the analysis of frictions and opportunities. It is an ideal representation of how operations can be developed in a dynamic and optimized way. Not only in its organic functioning, but also in the quality of data it produces, so that productivity indicators can be evaluated clearly and objectively.

From process mapping to actionable tasks

The improvement points of our RevOps are made from the process map. Once identified, we have to propose a new operational map, as well as lists of tasks, needed to achieve the improvements. 

This requires, on the part of the RevOps specialist, organizational skills and advanced knowledge of Project Management. After all, the goal is not simply to identify operational frictions and collect suggestions for improvements. She/he must know how to prioritize his proposals and plan their development. 

In summary, after defining the lists of improvements, we must define criteria that allow:

  • Defining an order of execution (prioritization)
  • Planning in a project management framework.
  • Identify data sets, metrics and Productivity Indicators (KPIs) to measure the evolution and success of the improvement tasks performed.

Prioritize RevOps improvements

The prioritization criteria must be based on the overall interest of the company, its growth objectives and the desires of the teams involved.

To do so, we will take into account 3 basic criteria:

  • Impact
  • Effort
  • Organizational change 

These criteria allow intelligent decisions to plan RevOps improvements over a given period of time based on the business's resources and growth goals. They aim to maximize the impact of optimizations, with the least possible effort.

It is important to point out that this is not a Project Management phase yet, with allocation of hours, resources, etc. Its objective is simply to prioritize and propose an order of global sprints, to be agreed with the stakeholders. 

Evaluation of the impact of RevOps improvements

The goal is to estimate the potential impact of each proposed improvement, based on KPIs that are significant for the business.

We can classify this impact as follows:

  • Low impact. Influences the main KPIs, but not in a revulsive way.
  • Medium impact. Significant impact on main KPIs.
  • High impact. A real boost, a "before and after" for the main and secondary KPIs.

Evaluation of the effort involved in RevOps improvements 

It is about evaluating the cost (not only economic) of implementing RevOps improvements. It refers mainly to the processes and technologies involved. It can be the price of tech solutions, or the time required to implement them.

We can score the effort as follows:

  • Low effort. This is a relatively simple volume of work that can be done by one person in the company in a relatively short period of time.
  • Medium effort. The volume of work requires the dedication of a company team, although it doesn’t require new expertise. Usually involves a cost of time, rather than investment in new resources.
  • Great effort. Requires the acquisition of new technologies and specialized external teams to execute it.

Evaluating RevOps improvements in organizational change

This point is similar to the previous one, but focuses on the organizational cost of adopting RevOps improvements. It evaluates how RevOps improvements can change the way the company currently works. This is an extremely delicate aspect since it is never easy to propose changes to existing work dynamics. 

We can classify organizational change as follows:

  • No or little change. Requires little or no modification in the way of doing things, or acquiring new knowledge.
  • Medium change. Requires new knowledge that changes the way things are done.
  • High change. It involves the acquisition of new knowledge and a radical change in the way things are done. Adopting or changing CRM is an excellent example of something that can have a huge impact on the company, but at a high organizational cost.

Whether you are in your own company, in an agency, or in an advisory role, this is where the work of explanation, presentation, and often negotiation begins with the teams. 

The negotiation also allows involving all stakeholders and increasing the levels of commitment in the subsequent phases of development of the improvement tasks.

Plan and manage RevOps enhancements

Once the sprints have been identified, negotiated, agreed upon and prioritized, we must break them down into executable tasks. We must assign roles, people, time frame and resources. 

We must use a Project Management software. These tools allow you to include, visualize and monitor task lists in different formats, such as lists, calendars, Gantt charts, among others. But their main usefulness is that they are quickly updatable and easy to share, regardless of their level of complexity.

They also allow the creation and use of SOPs (Standard Operating Procedures) to generate predictable and traceable results. They save planning time and random procedural errors.

There are many good project management software, such as ClickUp, Monday, Notion, Asana or Trello. They all offer, in global terms, the same basic work management functions, although they differ in specific features. 

Define RevOps improvement data sets and metrics

Each proposed improvement should have metrics and KPIs assigned to measure the impact of the work performed. 

For productivity analysis to be credible and accurate, we need to define the data sets, how they are integrated into the KPI evaluation platforms, and their quality and completeness. Having a SSOT is also extremely useful here.

Subscribe to the Newsletter Now!