How can restructuring boost your revenue growth strategy?

The fundamental components of a business model are inputs, outputs and processes. The effectiveness of the business model is measured in value creation and as resources are contained with an organisational structure, alignment with strategy is essential. However, what can be a problem is the underestimation of the role of the business model and its contribution to working practice (I have even heard some businesses claim they are 'too small' to have a business model). Intrinsically, defining goals, method and execution is a necessary imperative. Hence, once you recognise the strategic value of revenue as a business enabler, it becomes clear that revenue, structure and strategy are tightly correlated.

Keeping everyone in the loop and being upfront about the finances is also important when you're aligning your structure with your strategy. Being transparent in communication is like being a DJ who reads the room. You've got to keep everyone vibing to the same beat. If you leave people guessing, you risk killing the mood or even causing some confusion. When it comes to finances, being upfront about where the cash is flowing is like giving your team the playbook before the big game. It helps everyone focus and know exactly what they're working towards. Aligning the structure is a must, but let's also keep everyone in the loop and be clear about where the money's going.

A reestrutura??o organizacional, especialmente com a ado??o do modelo de Revenue Operations (RevOps), pode impulsionar significativamente sua estratégia de crescimento de receita ao unificar marketing, vendas e customer success em uma equipe de receita coesa. Com isso, todos os times passam a trabalhar com objetivos alinhados e dados integrados, promovendo maior eficiência e agilidade no processo de gera??o de receita. Ao implementar o conceito de Revenue Growth ou Acceleration, sua empresa adota as táticas e ferramentas necessárias para transformar insights em a??es concretas, acelerando a jornada do cliente e garantindo uma experiência que n?o só atrai novos negócios, mas também fideliza clientes existentes.

To effectively rebuild a restructured company, the organization needs to develop leadership skills and capabilities that can later be used to boost revenue growth. There are three stages in developing a high-performance organization. Rebuilding the organization naturally takes it through the first two stages: developing the effectiveness of leaders and fine-tuning the culture. With the momentum generated and the savings realized from the first two stages, every company we have worked with has continued its journey to become a high-performance organization. In this final stage, they align their organization and focus their leadership on leveraging their competitive advantage to further improve results obtained.

Leaders should focus on the long term and not on the OKRs of the quarter. When congratulated about a particular quarter, Jeff Bezos used to say that the work for that quarter started two years before.

There is so much written on restructuring a business. It is really quite straight forward. Paying bills: if you see the cash you see the business, if you have control of the cash you have control of the business. Corporate objective: survive the onslaught of un-happy creditors. Future: businesses fail when they forget what business they are in. Figure out what business you are in and what business you want to be in. Conventional Wisdom: avoid at all costs. In the words of Forest Gump, stupid is what stupid does. Just my thoughts…….