In the last months we have seen an increase in the use of the words 'Revenue Operations'.

In fact there are many companies which have transformed or are transforming their processes to start a Revenue Operations program.

However there are lot of other companies that decided not to take this path, postponing the change until there is a need, when the conditions will better, when the 'right moment' will come.

Many of these justifications hide a harsh truth: those who don't change are afraid of change and overlook the risks of this non-decision.

But who needs to shed light on the risks involved in not changing?
Who is responsible for maximizing profits and making the company's structure more and better performing?
Who has to start a Revenue Operations program, giving the company clear goals in the medium and long term?

As you can imagine all of this belongs to the CEO of the company.
So what happens when a CEO takes the ownership of this transformation program?
And in the absence of a change-oriented CEO, who can replace him/her?

I talked about this with Stephen Diorio, Director of the 'Revenue Enablement Institute,' member of the 'Forbes CMO practice' and author of the first book on Revenue Operations, "Revenue Operations - A new way to align Sales & Marketing, monetize data and ignite growth."