I suspect this is due to the growing complexity of our business environment and the need to deeply focus on revenue and cash flow.Īnd while some may point to this as a cause of friction at the executive level, our bench of marketing and sales leaders pointed out that revenue flow and success are everyone’s priority. We’ve seen a growing trend for companies to elevate CROs and position them at the center of their organization. When all voices are heard and are on the same page, the stars align, output improves and the organization wins.

When this three-legged stool is on equal footing, the magic starts to happen. Marketing can be viewed as a collaboration enabler, helping bridge the gap between product and sales. They are told to close some deals without understanding (or even identifying) the need for a solution in the first place. I have observed that in many organizations, 2 of the 3 departments tend to have a strong working relationship, whereas the third must continually invite itself to the table.įor example, sometimes sales is handed a product right before its go-to-market launch. If there was one topic we kept coming back to in our discussion, it’s the role of product and product marketing alongside sales. The New Holy Trinity: Sales, Marketing And Product Instead, departments should focus on measuring a highly targeted, narrow set of goals and KPIs, all of which track back to bottom-line company results. Marketing ops, sales ops, revenue ops … these different pockets are often unnecessary and can even hinder collaboration.

Multiple executives also called out the ops function.

Future comin out strong suspect