We're not convinced Revenue Operations should own Salesforce.
We understand that this is not a common (or popular) opinion amongst RevOps Leaders. And we get their perspective - if the GTM Systems needs go unmet, it's a huge blocker for Rev Ops.
But there are 3 primary issues with this:
1. It’s impossible to develop cohesive product strategy in a vacuum.
Centralizing Business Systems strategy allows you to:
👉 Account for the long-term scalable infrastructure needed
👉 Effectively separate planning, execution and day-to-day support
👉 Efficiently invest in headcount that functions as ‘shared services’
2️. Technology teams are designed to think in terms of scalability.
You need to devise a flexible roadmap.
And account for technical debt.
Planning 5 years in the future and addressing the needs of today.
This is a highly technical capability.
3️. When Internal Tools live within individual business units, those teams inevitably prioritize their needs.
It makes sense.
But it’s a siloed way to approach it.
Yes, Rev Ops intimately understands the GTM processes.
But that doesn’t mean they are best suited to own Technology strategy.
