How do you design and implement a revenue operations governance framework and policy?

Assessing the current state should not only look at the systems and tools, but the complexity of the internal environment and the number of stakeholders to manage. Revenue Operations is typically a "team of one" role that rapidly expands once data is seen as the centrepiece of all decision-making. In the early days of setting up a function, if you try and focus on everything - you will achieve nothing. Prioritise high-impact projects that will see a radical improvement - for example, if you cannot measure simple volume, value and velocity metrics across your funnel, or bowtie; that is where you should start. It will drive data centricity, and ultimately grow your team and remit.

As a professional with experience in data analytics and revenue management, I agree with your approach of assessing the current state, defining objectives and vision, establishing roles and responsibilities, designing processes and metrics, and implementing the framework and policy. However, it is important to highlight that the design and implementation of a revenue operations governance framework and policy should be an ongoing process. As the business environment evolves, the framework and policy must be updated to reflect changes in the market, customer behavior and business strategies.

The central piece to Revenue operations is always the internal users - this function was created with the mindset that if you make it easier for the user, it'll pay off for the business. For example, if you want to get a clearer picture of deals contributed by partnerships - you can either try and wrangle data from multiple sources, or make it easier for your partnerships team to input the knowledge you require. In all - setting the goal will always become about the internal teams you support. When you set that agenda for your goals, that's where you'll achieve ultimate cross-functional buy-in.

I believe it is necessary to elaborate some steps prior to traditional strategic planning. Seeking to contribute to the growth and longevity of companies, I describe in my book “The Art of Company Growth”, the importance of, after directing a strategy, directing the culture that will support that strategy. To structure the roadmap towards culture, it is necessary to implement an organizational architecture. In my studies, I created five pillars for this, the first being harmony between partners and/or the family, the second competitive dynamism, the third people, the fourth leadership and finally the type and details of the organizational structure. This way we will promote organizational alignment and it will be simpler to establish goals.

I would add that it is worth noting that the success of a revenue operations governance framework and policy depends not only on its design. and implementation, but also its adoption by the teams involved. This requires effective communication, training and support to ensure everyone understands the framework and policy, and knows how to apply it in their work.