Do you specialize your team members in Operations for specific functions (e.g. Sales vs. Marketing Ops)?

Adding specialization shows real benefits value when it helps team members dive deeper to solve problems and better understand the internal customers they support. That extra level of expertise enables us all to provide real insights, make recommendations, and serve as counsel, instead of just sharing answers to questions. Working in a model where time is spent on solving specific challenges builds expertise and that boosts credibility and trust with our internal customers – a must.

It's also easy to over-rotate with specialized roles and focus too much on one or two areas, sometimes at the expense of broader knowledge and other points of view. With specialization comes the added responsibility of staying aligned, especially when getting started. Working to stay connected to understand the context and way our work product fits into what came before it and what comes after it in the process matters.

• Rolling out enablement content to support your new discovery methodology? Enablement still needs to understand what the pipeline generation expectations are and how the results will be measured using existing reporting.