Phase 2: Running the RGO

The second phase is where execution happens-running the operating cadence, tracking initiative progress, managing cross-functional dependencies, removing roadblocks, and enforcing accountability through steering committees and executive reviews. This phase transforms plans into results.

Why Running the RGO Matters

Most transformations fail not from bad strategy but from poor execution. Initiatives launch with momentum, then stall when teams hit blockers. Dependencies go unmanaged. Progress tracking becomes inconsistent. Steering committees become status update meetings where problems get discussed but never resolved. And six months in, executives wonder why millions in investment haven't translated to measurable outcomes.

Running the RGO prevents execution failure. It creates the weekly operating rhythm that keeps initiatives moving-standups where teams report progress, identify blockers, and commit to next steps. It manages dependencies so teams don't wait weeks for inputs from others. It removes roadblocks through active problem-solving, not passive escalation. And it enforces accountability through steering committees that make decisions, not just hear updates.

This phase is about execution discipline. The RGO leader doesn't just track status-they drive results. They run the weekly meetings, hold teams accountable for commitments, diagnose why initiatives fall behind, remove obstacles blocking progress, and escalate issues that require executive intervention. They're the forcing function that ensures execution happens at pace.

What Running the RGO Includes

Weekly Operating Cadence

Execute the weekly rhythm-initiative standups, cross-functional syncs, leadership reviews. Drive the operating cadence that surfaces problems early, maintains momentum, and creates urgency around commitments.

Progress Tracking & Reporting

Track initiative progress against plan. Maintain executive dashboards that show status, milestones, risks, and outcomes. Create transparency so everyone knows what's on track, what's at risk, and where intervention is needed.

Dependency Management

Actively manage dependencies between initiatives. When Initiative A needs deliverables from Initiative B, the RGO ensures it happens on time. Coordinate cross-functional work so teams don't block each other.

Roadblock Removal

Identify blockers-resource constraints, technical issues, organizational friction-and drive resolution. Don't wait for problems to escalate. Actively problem-solve and remove obstacles that slow execution.

Steering Committee Leadership

Run steering committees that make decisions, not just hear updates. Surface critical issues, frame trade-offs, drive resolution, and ensure executives make the calls required to keep the program moving.

Accountability & Course Correction

Hold initiative owners accountable for commitments. When initiatives fall behind, diagnose root causes and drive corrective action. Adjust plans based on what's working and what's not.

Key Takeaways

  • • Running the RGO transforms plans into results through disciplined execution and active problem-solving
  • • The weekly operating cadence surfaces issues early enough to fix them before they derail initiatives
  • • Dependency management prevents initiatives from waiting on each other and keeps the entire program moving
  • • Roadblock removal is proactive-the RGO leader solves problems, not just tracks them
  • • Effective steering committees make decisions and drive action, not just review status updates

Continue Learning

Revenue Growth Office Overview → Phase 1: Standing Up the RGO → Phase 3: Value Realization → Performance Analytics →