SlideShare a Scribd company logo
Building a CRO-Ready Organization
Or, How to mitigate the risk
of hiring your Chief Revenue
Officer
crocollective.com
thecrocollective.com
CROs
Looking for tools,
strategies and a
community to Win
in the Role
Looking to mitigate the
risks associated with the
appointment of a CRO, and
to ensure that their CRO –
and their company -
succeeds
Business Leaders
looking to advance
to the next level
CEOs
Aspiring
CROs
Who We Help
thecrocollective.com
CRO
Member
Councils
B2B
Companies
Programs for Chief
Revenue Officers
that include a CRO
Development Course
and a Professional
Certification and a
CRO Community
Hands-on Advisory
and Consulting
program for CEOs
who are considering
the appointment of a
Chief Revenue Officer.
Building CRO-Ready
Organizations.
CRO candidate
sourcing from
pre-qualified
CRO Collective
talent pool.
How We Help
The role of Chief Revenue Officer (CRO)
has evolved into a critical executive
function over the last 8 years.
thecrocollective.com
thecrocollective.com
CROs are now
vital pillars of
the leadership
structure.
CRO is the “hot” new title
in the B2B space.
It brings Prestige, Power,
Credentials and the promise
of a stellar career trajectory.
thecrocollective.com
The appointment comes
with huge expectations.
thecrocollective.com
As well as Massive Risk-
For both the CRO as
well as for the employer
organization.
thecrocollective.com
CROs are seen as
miracle-workers,
and rainmakers
coming to the
rescue to take the
company to the next
level of sales
revenue growth.
thecrocollective.com
Given the newness of the title, CEOs
often have a relatively narrow view
on what a CRO really does.
thecrocollective.com
Or of the qualities
that an effective
CRO needs to bring
with them into an
organization.
thecrocollective.com
Very few organizations
prepare themselves
properly for their first CRO.
thecrocollective.com
False expectations and
under-preparedness can
lead to less than hoped
for results, frustrations
and wasted expense,
time and effort.
thecrocollective.com
Here at The CRO Collective, we have
observed widespread confusion as to
the ACTUAL role and responsibilities
of an effective CRO.
thecrocollective.com
• How does a CRO function, really?
• What is the CROs actual role?
• What do they really do?
• Where does a CRO ideally sit within the organization?
• Where should their focus be?
• What is the scope of their oversight and accountability?
• How should a CEO support their CRO’s success?
This lack of understanding
can have dire implications.
thecrocollective.com
The risks of getting it wrong are huge,
but so are the rewards for getting it right.
thecrocollective.com
The Way to Get it Right is by
building an aligned and coordinated
company -
or a CRO Ready Organization
thecrocollective.com
You do this by having all the
Revenue Facing Functions aligned
around a common focus:
The Customer
thecrocollective.com
Building a ‘CRO Ready’
Organization is not Trivial.
thecrocollective.com
The issue at hand
is that the
alignment between
Sales, Marketing
and Customer
Success is broken.
thecrocollective.com
This is a pervasive
problem, but too often
one that B2B CEOs do
not make a priority.
thecrocollective.com
The majority of
CEOs accept this
disconnect simply
as a casualty of
running a modern
business:
“It is what it is”.
thecrocollective.com
Very few CEOs understand nor appreciate
the enormous bottom-line potential of
having an aligned organization.
thecrocollective.com
Nor are most aware of the
grave financial costs that
result from misalignment.
thecrocollective.com
Misalignment is an extremely
expensive problem.
thecrocollective.com
thecrocollective.com
Our Research shows:
Organizations with
poor Sales +
Marketing
Collaboration almost
double their risk of
declining sales.
“
0
18
35
53
70
Non-Growth Organizations Growth Organizations
65%
35%
Growth Organizations: sales revenue increased over the past 12 months. Non-Growth Organizations: sales revenue remained flat or decreased over the past 12 months.
The costs vary:
Low morale, high turn over,
employee disengagement,
and most importantly:
lost customers and revenue.
thecrocollective.com
But….there is something more
pernicious happening here.
thecrocollective.com
thecrocollective.com
There is a
fundamental lack of
alignment around
the customer and
the customer
experience.
The 3 departments are
inward-looking and
Hyper-focused on their own
KPIs (survival), while
forgetting about the
customers' perspective.
thecrocollective.com
But to most CEOs it
just looks like an
interpersonal problem
between departments
(symptoms), not like
something systemic
(disease).
thecrocollective.com
Ok. this all makes sense - but -
how does it relate to the topic of the CRO?
thecrocollective.com
Really glad you asked!
thecrocollective.com
CROs, are uniquely
qualified to fix this issue
permanently when:
• qualified
• properly appointed
• properly integrated
• properly supported
thecrocollective.com
But - Here's the issue:
thecrocollective.com
Most (almost 90%) of CEOs hire
CROs mainly or purely as Sales
Leaders.
thecrocollective.com
And bringing a CRO into
a company as a Sales
Leader only makes
these systemic
problems even worse.
thecrocollective.com
A lot of Lip Service is being
paid to claim otherwise.
Among the chaff of poorly
written CRO job
descriptions I come across
a few that claim to
understand alignment.
thecrocollective.com
There is plenty of
good advice.
It's just that it is not
adhered to or listened
to or adopted.
thecrocollective.com
But something
happened on the
way to the forum.
thecrocollective.com
I’ve worked with, coached, trained, mentored, hired
and sold to 100s of CROs- and everyone of them has
similar challenges:
thecrocollective.com
• Average tenure of only 18 months
• Fighting to implement strategies - battling with siloed factions
• Lonely Leader syndrome
• Not aligned with CEO and C-Suite
• Survival mode - ‘Selling’ their way into security
• Left wondering “How did this happen?”
• Undefined objectives and role focus, lack of coaching by the CEO
The CEOs I work with who hire them have their own
set of challenges:
thecrocollective.com
• “What is my CRO doing?”
• No one likes him, he’s creating more problems than solutions
• No one seems to know what he's supposed to be doing
• I thought I hired a professional
• Why does it seem like this made things worse?
• My revenue team is now even more at odds
• Why does he want to focus on THAT?
• My business is not growing as expected
• People are leaving / morale is low How will I explain this to the board?
Why is this
happening?
thecrocollective.com
A number of factors that emerged over the
last 5 years have infected the B2B sector:
The rise of: • The VC/ Investment industry
(‘quick tech’)
thecrocollective.com
• Hyper Growth -
Programmatic Deployment
• Obsession with Data and
Analytics (software addiction)
This has resulted
in a new strain of
‘short-termism’
thecrocollective.com
✓ Fixation on Quarterly financial
projections and targets,
✓ Top-Down Sales Quotas,
✓ CRM pipeline micro-management,
✓ Valuation-chasing
✓ The ‘Scale-at-all-costs’ culture
thecrocollective.com
All of these are extremely powerful forces
that too frequently become the foundation
for a Short-Term Revenue Culture.
thecrocollective.com
Short termism results in:
thecrocollective.com
• Siloed and fractional organizations defined and hamstrung by individual function
• Encouragement of behaviors that are inward-focused and not customer-focused (office politics)
• Boards or VC firms running companies, not CEOs
• KPIs and Metrics that motivate departmental and leadership survival behavior
This results in a stagnant culture:
• Nothing ever gets solved or fixed
• Every quarter/year feels the same
• No chance for improvement
thecrocollective.com
Organizations like this
NEED a CRO to establish and
sustain operational, functional
and cultural alignment.
thecrocollective.com
Building the CRO Ready Organization
thecrocollective.com
CRO Ready organizations are
companies which are culturally,
functionally and operationally aligned.
A CRO-Ready organization is
prepared for the appointment of
leader who can successfully oversee
a unified revenue team.
thecrocollective.com
The Revenue Team consists of
Sales
Marketing
& Customer Success.
The 3 most “customer facing” parts of
the company.
thecrocollective.com
There is a method to creating a
CRO Ready Organization
thecrocollective.com
The Right Way:
thecrocollective.com
1. Be a Leader
2. Quantify / Qualify the Problem
3. Build Consensus
4. Run the CRO Readiness Program
5. Hire a Qualified CRO
6. Support and Empower
7. Create the Growth Engine
The Wrong Way:
Make promises of huge revenue growth to the board,
asking them to approve the hire of a CRO
Hire a gun VP of sales as your new CRO
Watch on as the new CRO solely focuses on the sales team,
disenfranchising huge parts of the organization and the workforce
Realize too late that the promised growth is not
eventuating and not likely to be forthcoming either
Blame the CRO for the failure
Let the CRO go and somehow manage
to explain it all away to the board
Repeat the above
thecrocollective.com
What is your "CRO Readiness" Score?
thecrocollective.com
Silo Mindset
0-40 points
SALES
MARKETING
Collaboration Mindset
81-100 points
MARKETING
SALES
Process Mindset
41-80 points
SALES
MARKETING
P
R
O
C
E
S
S
Find out your own
CRO-Readiness Score.
thecrocollective.com
Go to our site:
thecrocollective.com/b2b-assessment
Take the Assessment and get your own Score.
Sounds simple,
but of course, it's
not. But it can be
corrected.
And it will change
your company into
a Growth Engine.
thecrocollective.com
QUESTIONS?
Warren Zenna
Founder / CEO
The CRO Collective
m 917-701-0130
warren@thecrocollective.com
thecrocollective.com

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Do you have a CRO-Ready Organization?

  • 1. Building a CRO-Ready Organization Or, How to mitigate the risk of hiring your Chief Revenue Officer crocollective.com
  • 2. thecrocollective.com CROs Looking for tools, strategies and a community to Win in the Role Looking to mitigate the risks associated with the appointment of a CRO, and to ensure that their CRO – and their company - succeeds Business Leaders looking to advance to the next level CEOs Aspiring CROs Who We Help
  • 3. thecrocollective.com CRO Member Councils B2B Companies Programs for Chief Revenue Officers that include a CRO Development Course and a Professional Certification and a CRO Community Hands-on Advisory and Consulting program for CEOs who are considering the appointment of a Chief Revenue Officer. Building CRO-Ready Organizations. CRO candidate sourcing from pre-qualified CRO Collective talent pool. How We Help
  • 4. The role of Chief Revenue Officer (CRO) has evolved into a critical executive function over the last 8 years. thecrocollective.com
  • 5. thecrocollective.com CROs are now vital pillars of the leadership structure.
  • 6. CRO is the “hot” new title in the B2B space. It brings Prestige, Power, Credentials and the promise of a stellar career trajectory. thecrocollective.com
  • 7. The appointment comes with huge expectations. thecrocollective.com
  • 8. As well as Massive Risk- For both the CRO as well as for the employer organization. thecrocollective.com
  • 9. CROs are seen as miracle-workers, and rainmakers coming to the rescue to take the company to the next level of sales revenue growth. thecrocollective.com
  • 10. Given the newness of the title, CEOs often have a relatively narrow view on what a CRO really does. thecrocollective.com
  • 11. Or of the qualities that an effective CRO needs to bring with them into an organization. thecrocollective.com
  • 12. Very few organizations prepare themselves properly for their first CRO. thecrocollective.com
  • 13. False expectations and under-preparedness can lead to less than hoped for results, frustrations and wasted expense, time and effort. thecrocollective.com
  • 14. Here at The CRO Collective, we have observed widespread confusion as to the ACTUAL role and responsibilities of an effective CRO. thecrocollective.com • How does a CRO function, really? • What is the CROs actual role? • What do they really do? • Where does a CRO ideally sit within the organization? • Where should their focus be? • What is the scope of their oversight and accountability? • How should a CEO support their CRO’s success?
  • 15. This lack of understanding can have dire implications. thecrocollective.com
  • 16. The risks of getting it wrong are huge, but so are the rewards for getting it right. thecrocollective.com
  • 17. The Way to Get it Right is by building an aligned and coordinated company - or a CRO Ready Organization thecrocollective.com
  • 18. You do this by having all the Revenue Facing Functions aligned around a common focus: The Customer thecrocollective.com
  • 19. Building a ‘CRO Ready’ Organization is not Trivial. thecrocollective.com
  • 20. The issue at hand is that the alignment between Sales, Marketing and Customer Success is broken. thecrocollective.com
  • 21. This is a pervasive problem, but too often one that B2B CEOs do not make a priority. thecrocollective.com
  • 22. The majority of CEOs accept this disconnect simply as a casualty of running a modern business: “It is what it is”. thecrocollective.com
  • 23. Very few CEOs understand nor appreciate the enormous bottom-line potential of having an aligned organization. thecrocollective.com
  • 24. Nor are most aware of the grave financial costs that result from misalignment. thecrocollective.com
  • 25. Misalignment is an extremely expensive problem. thecrocollective.com
  • 26. thecrocollective.com Our Research shows: Organizations with poor Sales + Marketing Collaboration almost double their risk of declining sales. “ 0 18 35 53 70 Non-Growth Organizations Growth Organizations 65% 35% Growth Organizations: sales revenue increased over the past 12 months. Non-Growth Organizations: sales revenue remained flat or decreased over the past 12 months.
  • 27. The costs vary: Low morale, high turn over, employee disengagement, and most importantly: lost customers and revenue. thecrocollective.com
  • 28. But….there is something more pernicious happening here. thecrocollective.com
  • 29. thecrocollective.com There is a fundamental lack of alignment around the customer and the customer experience.
  • 30. The 3 departments are inward-looking and Hyper-focused on their own KPIs (survival), while forgetting about the customers' perspective. thecrocollective.com
  • 31. But to most CEOs it just looks like an interpersonal problem between departments (symptoms), not like something systemic (disease). thecrocollective.com
  • 32. Ok. this all makes sense - but - how does it relate to the topic of the CRO? thecrocollective.com
  • 33. Really glad you asked! thecrocollective.com
  • 34. CROs, are uniquely qualified to fix this issue permanently when: • qualified • properly appointed • properly integrated • properly supported thecrocollective.com
  • 35. But - Here's the issue: thecrocollective.com
  • 36. Most (almost 90%) of CEOs hire CROs mainly or purely as Sales Leaders. thecrocollective.com
  • 37. And bringing a CRO into a company as a Sales Leader only makes these systemic problems even worse. thecrocollective.com
  • 38. A lot of Lip Service is being paid to claim otherwise. Among the chaff of poorly written CRO job descriptions I come across a few that claim to understand alignment. thecrocollective.com
  • 39. There is plenty of good advice. It's just that it is not adhered to or listened to or adopted. thecrocollective.com
  • 40. But something happened on the way to the forum. thecrocollective.com
  • 41. I’ve worked with, coached, trained, mentored, hired and sold to 100s of CROs- and everyone of them has similar challenges: thecrocollective.com • Average tenure of only 18 months • Fighting to implement strategies - battling with siloed factions • Lonely Leader syndrome • Not aligned with CEO and C-Suite • Survival mode - ‘Selling’ their way into security • Left wondering “How did this happen?” • Undefined objectives and role focus, lack of coaching by the CEO
  • 42. The CEOs I work with who hire them have their own set of challenges: thecrocollective.com • “What is my CRO doing?” • No one likes him, he’s creating more problems than solutions • No one seems to know what he's supposed to be doing • I thought I hired a professional • Why does it seem like this made things worse? • My revenue team is now even more at odds • Why does he want to focus on THAT? • My business is not growing as expected • People are leaving / morale is low How will I explain this to the board?
  • 44. A number of factors that emerged over the last 5 years have infected the B2B sector: The rise of: • The VC/ Investment industry (‘quick tech’) thecrocollective.com • Hyper Growth - Programmatic Deployment • Obsession with Data and Analytics (software addiction)
  • 45. This has resulted in a new strain of ‘short-termism’ thecrocollective.com
  • 46. ✓ Fixation on Quarterly financial projections and targets, ✓ Top-Down Sales Quotas, ✓ CRM pipeline micro-management, ✓ Valuation-chasing ✓ The ‘Scale-at-all-costs’ culture thecrocollective.com
  • 47. All of these are extremely powerful forces that too frequently become the foundation for a Short-Term Revenue Culture. thecrocollective.com
  • 48. Short termism results in: thecrocollective.com • Siloed and fractional organizations defined and hamstrung by individual function • Encouragement of behaviors that are inward-focused and not customer-focused (office politics) • Boards or VC firms running companies, not CEOs • KPIs and Metrics that motivate departmental and leadership survival behavior
  • 49. This results in a stagnant culture: • Nothing ever gets solved or fixed • Every quarter/year feels the same • No chance for improvement thecrocollective.com
  • 50. Organizations like this NEED a CRO to establish and sustain operational, functional and cultural alignment. thecrocollective.com
  • 51. Building the CRO Ready Organization thecrocollective.com
  • 52. CRO Ready organizations are companies which are culturally, functionally and operationally aligned. A CRO-Ready organization is prepared for the appointment of leader who can successfully oversee a unified revenue team. thecrocollective.com
  • 53. The Revenue Team consists of Sales Marketing & Customer Success. The 3 most “customer facing” parts of the company. thecrocollective.com
  • 54. There is a method to creating a CRO Ready Organization thecrocollective.com
  • 55. The Right Way: thecrocollective.com 1. Be a Leader 2. Quantify / Qualify the Problem 3. Build Consensus 4. Run the CRO Readiness Program 5. Hire a Qualified CRO 6. Support and Empower 7. Create the Growth Engine
  • 56. The Wrong Way: Make promises of huge revenue growth to the board, asking them to approve the hire of a CRO Hire a gun VP of sales as your new CRO Watch on as the new CRO solely focuses on the sales team, disenfranchising huge parts of the organization and the workforce Realize too late that the promised growth is not eventuating and not likely to be forthcoming either Blame the CRO for the failure Let the CRO go and somehow manage to explain it all away to the board Repeat the above thecrocollective.com
  • 57. What is your "CRO Readiness" Score? thecrocollective.com Silo Mindset 0-40 points SALES MARKETING Collaboration Mindset 81-100 points MARKETING SALES Process Mindset 41-80 points SALES MARKETING P R O C E S S
  • 58. Find out your own CRO-Readiness Score. thecrocollective.com Go to our site: thecrocollective.com/b2b-assessment Take the Assessment and get your own Score.
  • 59. Sounds simple, but of course, it's not. But it can be corrected. And it will change your company into a Growth Engine. thecrocollective.com
  • 60. QUESTIONS? Warren Zenna Founder / CEO The CRO Collective m 917-701-0130 warren@thecrocollective.com thecrocollective.com