Phase 1: Standing Up the RGO

The first phase of RGO implementation is about building the foundation-mobilizing initiatives, establishing governance structures, developing clear charters, defining success metrics, and aligning stakeholders across all workstreams. This phase transforms a collection of disconnected projects into a coordinated execution engine.

Why Standing Up the RGO Matters

Most revenue transformations fail in the first 90 days. Teams launch initiatives without clear ownership, charters, or success metrics. Stakeholders pursue conflicting priorities. Dependencies go unmanaged. And within weeks, the transformation devolves into chaos-everyone's busy, but nothing connects to the strategic outcomes leadership expects.

Standing up the RGO prevents this failure pattern. It creates the governance structure that ensures every initiative has an owner, a charter, clear success metrics, and a plan. It establishes the operating cadence-weekly standups, steering committees, executive reviews-that keeps workstreams aligned and moving forward. And it builds the accountability system that ensures when problems surface, they get addressed immediately.

This phase is about creating clarity before launching execution. Who owns each initiative? What are they trying to achieve? How will success be measured? What dependencies exist? What resources are required? The RGO answers these questions before work begins-not six weeks into execution when it's too late to course-correct.

What Standing Up the RGO Includes

Initiative Charters & RACI

Develop detailed charters for every workstream-objectives, success metrics, timelines, dependencies, and risks. Define RACI (Responsible, Accountable, Consulted, Informed) so ownership is unambiguous and accountability is clear.

Metrics Framework & KPIs

Define how success will be measured for each initiative and at the program level. Build dashboards that make progress visible to executives, initiative owners, and cross-functional stakeholders. Create leading and lagging indicators.

Stakeholder Alignment

Align executives, department heads, and initiative owners around shared goals. Resolve conflicting priorities before they derail execution. Create forums where cross-functional teams collaborate instead of competing for resources.

Governance Structure

Establish the governance model-who makes decisions, how escalations work, when reviews happen, and what forums exist for resolving issues. Define the operating cadence that keeps the program moving.

Dependency Mapping

Identify dependencies between initiatives-who needs what from whom and when. Create a shared view of how workstreams connect so teams understand how their work enables others and where bottlenecks will emerge.

Operating Cadence

Design the weekly, monthly, and quarterly rhythms that drive execution-initiative standups, steering committee meetings, executive reviews. Establish the meeting structure that surfaces problems early and drives decisions.

Key Takeaways

  • • Standing up the RGO creates the governance, structure, and clarity required for successful transformation
  • • Initiative charters with clear RACI prevent the ambiguity that causes most transformations to fail
  • • Metrics frameworks make progress visible and create accountability for results from day one
  • • Stakeholder alignment resolves conflicting priorities before they derail execution
  • • The operating cadence established in this phase drives execution velocity throughout the transformation

Continue Learning

Revenue Growth Office Overview → Phase 2: Running the RGO → Phase 3: Value Realization → GTM Strategy →