Achieve Growth Transformation with a Revenue Growth Office

12 Jan 23

Companies committed to unforgettable growth have a higher probability of success with a centralized office to manage and track transformative initiatives.

Companies committed to unforgettable growth have a higher probability of success with a centralized office to manage workstreams and track essential KPIs relative to transformation initiatives. In SBI's hundreds of engagements, we have found that executives don't have the time to focus solely on the growth plan. That doesn't mean they are not actively working toward plan; on the contrary. But with all of the moving parts and unexpected crises that arise, the ELT typically does not have the bandwidth to focus entirely on Revenue Growth Transformation. Our recommendation is to stand up a Revenue Growth Office (RGO) whose unique function is to create alignment and drive the execution and output of growth objectives.

Standing up a Revenue Growth Office requires cross-collaboration in multiple phases. Here, we share the definition of an RGO, why it's important, its components, and suggested phases for setting up the program.

What is a Revenue Growth Office (RGO)?

An RGO is a dedicated and assigned project management team focused on leading a Revenue Growth Transformation.  The RGO is aligned with core objectives, guiding principles, and key considerations to drive near-term impact.

Why is a Revenue Growth Office important?

  • Identifies the most impactful initiatives and workstreams to achieve the transformation objectives.  
  • Aligns leadership on messaging and creates a platform for effective, frequent communication of change to the workforce. 
  • Drives cross-functional interlock to accelerate revenue growth.
  • Maintains accountability of individual workstreams at an aggressive pace.
  • Provides visibility across the business via critical KPIs.

In establishing your RGO, you will want it to operate based on three components to drive near-term impact:

1. Align to Core objectives

Your RGO should provide an objective, "outside the business" view of the revenue growth objectives and GTM model transformation. This office will define an integrated work plan of initiatives within an execution-oriented governance structure. They will also ensure transitioning to the effective execution of growth initiatives to drive measurable results.

2. Align to Guiding Principles

The guiding principles serving as the core engine of the RGO are first providing a seamless customer experienceemphasizing a focus on customer-facing GTM roles and activities across functions, and minimizing disruption. Second, the RGO will supply a globally consistent model, with appropriate regional variations where needed. They will also establish a simplicity of design within the overall customer experience, underpinned by how customers actually want to buy and an understanding of motions set in other best-in-class companies.

3. Align to Key Considerations

Transformative growth is complex. That said, the RGO will closely manage the cross-functional coordination of teams in that every initiative will require an interconnected approach across functions.  The team will provide risk management and conduct regular reviews of top-line and operational risks and mitigation. They will also focus on driving clarity in execution with clearly defined targets, timelines, and owners. 

SBI's RGO sample framework for sales planning

Transforming the GTM function is a significant undertaking. Setting up an RGO requires multiple phases with the collaboration of the ELT, key stakeholders, and often, an objective third-party resource. Suggested phases of execution include:

Phase One: Defining the RGO Model & Establishing Workstream Charters

Phase one requires setting up the program management model for your RGO. You will define the set of mechanisms to manage cross-functional GTM activities. These initiatives will become ingrained in ongoing business activities. It is not a one-time solution; growth is an "all-the-time" journey. Defining the RGO will provide structure and discipline for managing revenue growth initiatives and ensure consistency over the longer term.

The team defines and documents critical workstreams that summarize the goals, scope, and intended impacts. Also defined are key deliverables, milestones, dependencies, risks, accountabilities (RACI), and KPIs. Create an interaction model that illustrates dependencies between workstream groups creating alignment, transparency, and accountability among stakeholders.

Phase 2: Establish Weekly and Monthly Operating Cadences

Defining the operating cadences ensures alignment, accountability, and an execution-focused mindset across all workstreams. The RGO is tasked with driving these cadences and consistently reminding stakeholders of the significance of these discussions and value realization. Weekly cadences should include daily activities and owners to ensure progress across all workstreams while proactively pointing out any obstacles. Monthly cadences include ELT reviews, working team scrums, initiative checkpoints, and interlocks.  

Phase 3: Provide Communications Plan and Tools

Providing a communications plan and associated tools will help drive ongoing alignment among workstreams and become habitual over time. A predefined communications schedule helps to ensure positive, proactive messaging. An editable messaging framework for every outbound communication will protect and save time for leadership and allow others to take ownership of comms while maintaining consistency.

Teams should publish communication tools like RGO scorecards to provide visibility and impact quantification of Revenue Growth efforts. Weekly mobilization and execution will ensure success in measuring and tracking the progress of planning and launch, including the definition of charters, activities, RACI, and KPIs.

Why Consider an RGO?

Establishing an RGO will help CEOs maximize team productivity with their current headcount while driving toward maintaining or accelerating growth. A typical Project Management Office has a finite start and end date, managing activities and short-term projects, not longer-term growth outcomes. The RGO is a platform to support a broader 3-year plan that builds momentum rather than starting over every year. 

To learn more about standing up a Revenue Growth Office, click here


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