Team Coaching • Leadership Coaching • Executive / Business Coaching
During the past decade, many companies have realized that to stay competitive, a heightened awareness and successful responses to: i) rapidly evolving market dynamics, ii) changing Customer purchasing behavior, and iii) big data/information-enabled purchase cycles are no longer differentiators, but imperatives.
While some companies have kept pace, the competitive bar continues to rise. The Customer purchase cycle and user experience is more complex than ever. Optimum revenue performance is increasingly reliant on a unified departmental team that is synchronized around a collaborative revenue generation operating model. This heightened state of collaboration requires departmental silos and autonomous VP agendas be dismantled.
How to tackle this new paradigm? It begins by gaining insight and awareness that generating revenue in any sized organization is no longer limited to the Sales department making or exceeding their target. An interdisciplinary approach to Revenue Generation is needed more than ever to illuminate revenue opportunities linked to the Customer purchase cycle & value chain, the partner/channel network, financing and profitability, and product/market fit.
And collaboration is critical if there is any hope of achieving collective goals.
The extent to which a company sustains and improves revenue growth hinges on interrelated and aligned revenue objectives of every Department within an organization.
Autonomous departments are too often driven by individualism and distracted by isolated agendas to effectually contribute to a big picture revenue generation strategy. Sadly, this scenario often leads to elusive high performance revenue generation outcomes
A important gauge of revenue generation effectiveness is to view revenue potential in its raw nature:
Performance (KPIs) -- P
Performance Potential -- P2
Interference -- I
P2 = P - I
Interference first needs to be recognized before it can be tackled. When the organization accepts that interdependent processes, dated structures, and individual determinants are causing interference with high level revenue performance, the fear of switching off auto-pilot starts to fade
To understand what is in the way of high performing revenue generation, I offer an exploratory approach using a uniquely developed Revenue Generation Operating Model (ROM). It starts with the assumption there needs to be a functional level of interconnectedness and participation of multiple departments and functional components of the company.
I advise and (performance) coach companies to look at traditional and ineffective management and structural processes that may be curtailing revenue performance. The aim is not to offer quick prescription fixes - but to uncover latent or untapped resourcefulness, creativity, and leadership that already exists within the company. Ideally, a team mindset can emerge to begin to resolve revenue generation performance matters.
The program starts with an examination of sales, marketing, product/technology, finance, customer experience, and operations. I support the stakeholders to identify limiting and constraining factors, conditions and situations on the current state of revenue performance and then re-calibrate around three revenue generation principles within the model:
1. Framework - processes, structures, communication, etc.
2. Determinants - goals, strategies, performance, plans, etc.
3. Success Factors - differentiating, galvanizing, generative,
agility, and resilience
This breakdown and examination of all tiered aspects of the organization thru the ROM serves as an anatomical view that spotlights gaps, inadequacies, and failures in the collaborative processes that may be impeding optimum revenue growth and performance.
The deconstruction process itself is both revealing and liberating. It often becomes (sometimes painfully) obvious where the gaps, problems, and limiting factors have been lurking ... or been simply ignored in plain sight.
Re-calibrating your revenue generation strategy means recognizing traditional habits, behaviours, and structures that no longer serve the organization - in fact have become obstacles to progress and success. Re-calibrating relies on leadership that strives for reorganization around new possibilities. It means there is a perspective shift and a realization change that must happen around new commitments.
With re-calibration, new outcomes emerge that are not diluted and undermined by the undercurrents of the actual organization structure. The Organization Chart with its job titles and agendas, departmental responsibilities, and performance indicators can no longer erode the effectiveness of revenue generation performance.
A RE-CALIBRATED REVENUE GENERATION MINDSET IS THE FOUNDATION NEEDED TO BRING TOGETHER CROSS FUNCTIONAL HIGH PERFORMANCE TEAMS - TO NOT ONLY SOLIDIFY THE TRANSFORMATIONAL CHANGES, BUT TO ANCHOR, ACCELERATE, AND ACHIEVE BUSINESS SUCCESS