Change is an inevitable part of business, especially for small to midsized companies striving for growth. Yet, how you approach change can determine whether your business thrives or spirals into chaos. Companies that embrace change can risk overwhelming their staff with too much volatility. And companies where organizational shifts are rare can find their staff wary and resistant when needed transformations are introduced.
In my experience, companies that don’t know who they are culturally, what they want from their people, or know why they’re having problems with unmet goals, will come up with a lot of reasons to be displeased with what they have. You may be saying to yourself, “Business owners and managers always know what they want – they want to sell their products or services.” Or more specifically, they want to sell more of their products and services. But at what expense?
Ed Hagen and Dan Sills founded OMiga in St. Louis, Missouri, to tailor back-office support for small to medium-sized businesses. They found the company growing rapidly, requiring them to concentrate on running the business more often than selling, so they engaged Atomic Revenue to assist with hiring their inaugural salespeople. Read on to find out how they achieved incredible sales results that went beyond the scope of their original request.
Revenue operations focuses on the profitability outcomes that a business is trying to achieve. Most business leaders get revenue operations wrong – they think too narrowly about what it actually entails. The oversimplification of revenue operations limits profitability and impedes growth for any type or size of B2B company.
