RevOps Co-op Weekly #98 - The Process of Building Process
This week we highlight our education partner, Jeff Ignacio, and his framework for creating a process for revenue operations.
RevOps Co-op provides resources, content and community for those who ❤️ revenue operations. This weekly newsletter features collected tweets, posts and thoughts on a variety of RevOps topics. We also have a private Slack community with > 5,500 RevOps pro’s from companies like Slack, Lyft, Clari, Miro and more 👉🏻 click here to join.
The Process of Building Process
Jeff Ignacio is passionate about building, growing and scaling revenue engines, and sharing his experience with the rest of us. Aside from his role at Forethought as Head of Sales Operations, and RevOps Co-op instructor of the Unleashing R.O.I. course, he also runs his own newsletter called RevOps Rehab Substack that shares his templates, worksheets, and methodologies. Here, we share a snippet from his Revenue Operations Impact (ROI) ebook.
I’m a fundamental believer if you do not operate under the guise of a framework, you are operating blindly. Here’s my overarching framework for Revenue Operations.
Revenue Operations Impact Framework
At the center of the two rings one could imagine the word company would be placed there. I believe at the center of these two rings should be the customer. Why? The customer is at the center of everything we do. The inner ring represents the buyer’s or user’s journey. Delight the customer and everything else is taken care of. The outer ring represents the Go To Market journey. These four pillars represent the key ingredients for the company to ensure a smooth journey for the customer.
There are fundamental tenets one brings to the table each and every single day.
ROI Tenets
Revenue Operations responsibilities vary wide and far. They also differ from company to company. They differ throughout each stage of a company’s maturity. The following tenets serve as a foundational baseline from which to operate from. The core ROI tenets are:
Enable the business to take calculated risks.
Bias for action is the answer to analysis paralysis.
Stay three steps ahead of your business leaders.
Meetings must have agendas to drive order and accountability.
Ruthless prioritization will protect not only the business, but also your well being.
Capacity planning ahead of time will enable you to properly determine resource priorities.
Feelings count more than functionality; focus on the end user experience through clear communication, thoughtful planning, and enablement. Make sure your partners feel you have their back.
Tenets. Live them, love them, abide by them
Process
Revenue Operators often talk about process as key to their success. One of my favorite quotes is from W. Edwards Demming…
If you can’t describe something as a process, you don’t know what you’re doing
Okay… but what exactly makes a good process? Well that’s what this post is all about. The process of creating a process.
Mechanisms
If there’s one thing that I’ve learned at Amazon is that anyone, anywhere can bring with them is the concept of mechanisms and working backwards. I’m going to go a bit deep here as it should serve as background knowledge for you to develop processes to truly help your business scale. A mechanism, or Complete Process (CP), is a complete, closed loop process that consists of seven key components. The next seven sections will cover specific steps in which an operator can use to build a Complete Process. The goal is to drive change within the business and the following tools will allow you to do so.
The seven steps are
Identify the business challenge
Outputs
Build the tool
Adoption
Inspection
Define the inputs
Iteration
Use the results of inspection to improve the mechanism. Iterate on the tool, adoption, inspection methodologies, and the inputs and outputs.
Identify the business challenge
Work backwards from a clear and concise problem statement as you design and implement your mechanism. Avoid using this one mechanism to try solving multiple business problems. These processes should be singularly focused if possible.
Start with articulating a clear problem statement with the intent of solving the right problem. The output of your process should solve this particular problem. It’s far too easy to solve the wrong problem. As you develop multiple processes, remember that multiple processes often work together. One clear example of this is that one output from one process may be the input to another. For example, the output from a process called “Lead Capture” will be the input to a process called “Lead Routing”.
If you need help, try to answer the following questions:
Who will benefit from resolving this issue?
What undesirable impact/situation/outcome are you looking to address?
What is the impact of the problem?
What will improve as a result of this problem being resolved?
How can you quantify the impact?
Outputs
Articulate the desired outcome by resolving the business challenge. What results do you want to deliver, on an ongoing basis, from the mechanism(s) you design to address your business challenge?
If you need help, try to answer the following questions:
What is at the root of the business challenge, and how does it need to change? Try using a Root Cause Analysis
If my team had __________ we could deliver better results for our customers.
…There’s more! Read full blog post here 👉 The Process of Building Process
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