How can product operations and revenue operations align on strategic company goals?

I can’t answer this question specifically, because I haven’t worked closely with a revenue operations function. But here are a few thoughts about aligning on priority and company goals more generally.

First, acknowledge that strategic alignment is hard – the frequently adopted OKR framework attempts to align teams around common objectives and goals, but it is no easy feat! If you’re having a hard time agreeing with your partners in business ops and product ops, it might be worth resetting the conversation. What is each person’s understanding of the company goals? How do they see their actions as contributing to that goal? Some of you may be making assumptions or may have blind spots.

You also mention agreeing on how to prioritize product enhancements – that sounds like you need a prioritization rubric or framework! It doesn’t have to be fancy, but spend a bit of time (I’d recommend with your colleagues) and figure out the dimensions on which you’re evaluating priority. I’d target between 3-7 different elements – these might include things like cost / level of effort, number of customers it will reach, alignment to company priorities, change management or training required. The nice thing is that if you can all agree on a common prioritization framework, you can then apply it consistently to any new requests that come in.