One Company’s Story of Dropping Great Work into a RoadMap With a Surprise Outcome
We had a dinner party with a group from work. Everyone there kept talking about how hard they work, how confident they are that their work is excellent, yet the results don’t show the effort or the quality they know they contributed?
Almost every person at the dinner was experiencing the same thing. They are all smart, experienced, trained for their job and telling the truth about the effort and the poor outcomes.
The worst of all was feeling the same way about my department’s effort and less than stellar results. I know my business, I know everyone on my team worked hard and were doing the right things, but the sales are slow, the profit is low, and my best people are leaving.
Every day my customers tell me they are not happy. They let me know about missed dates, old technology, and what they consider prices that are high for what they get. The only bright spot according to my customers is my competition is worse.
This can’t keep going for long. There are some new competitors showing up. They are small but really starting to grow. Since they are small they have a leaner cost structure and are already winning some smaller clients away from us. The worst part is that not only do they have the leaner cost structure, but they seem to do a better job. They are on time with new technology and seldom have quality problems. Right now, the good news is they don’t have the capital to scale – at least not yet.
How do we put our current market lead, smart people and knowledge of the market to work to “turn things around?”
Our corporation has started deploying a “Revenue Strategy” based on Revenue Science™. We are clear about the problem we solve in the market, the niches we dominate, our ideal buyers and are working on offers that align to all of that.
With the help of a new CRO, we are starting to lay out our Revenue RoadMap.
After dinner, the CRO drew this Revenue Resources Required on the tablecloth and we started talking about the cool stuff each of us was doing and how frustrating it was to see the poor outcomes.
Starting at the very beginning of the map the CRO asked each of us to talk about what our part of the business contributed to the RoadMap. With the second glass of wine, we started to share the efficient activities we had implemented, how we trained our staff on these, the metrics to keep the activities sharp and ready for that day when we needed more velocity to grow the business.
After each of us showed off the CRO asked the second stop on the RoadMap exactly what outcomes they needed from the first stop to make stop two achieve 100% of their mission and then asked stop three if stop two achieved 100% of their current mission would those outcomes support stop three achieving 100% of their mission and so-on.
Before the next glass of wine, the CRO’s point was becoming clear. As smart as each of us was and as efficiently as our part of the business functioned our team’s outcomes were not aligned with the required inputs for the next stop along the RoadMap, which meant at the end of the Revenue RoadMap the customer is NOT getting any high-value problem solved.
Before each stop could do their work, they had to fill gaps and fix the outcomes from the previous stop. For example, marketing could get hundreds of new names (suspects) at a trade show. Those names were not aligned to the next marketing team chartered with converting raw suspects (those trade show names) to “interested suspects” that the next marketing stop was to turn into “marketing qualified prospects” to move to sales to “qualify and launch” with a Joint SOW engagement effort, and so on.
The fact we measured activities but not the outcomes impact on the stop was painfully clear and the CRO gave us a way to think about that. Every one of us had been Dropping Great Work into a RoadMap and creating a Surprise Outcome. That surprise outcome according to the CRO was called a HIGH “Cost of Chaos” which inhibited or stopped our growth of sales and profits.
Once we saw our work world as a single Revenue RoadMap with various stops along the way it was clear that the map and the trip must be designed as one. We had to successfully produce outcomes that support the next stop, our metrics were the maps metrics and continuous improvement of the Revenue RoadMap was everyone’s job.
Once we started living the single Revenue RoadMap our customers started to like us again. We also started to make money, we not only keep our best staff but found great people sending us resumes and innovation became an everyday occurrence.
Six months later the next dinner was more fun and the conversation was a source of great excitement for the future. We saw ourselves as part of a special team committed to each other and achieving the best outcomes possible for our ideal customers we traveled this Revenue RoadMap with.
Good luck with your next team dinner.