Great post, I believe there are many in MOPs who should keep this bookmarked for future reference. I find the performance workstream to be the least in line with what I have personally experienced in an enterprise setting - as there has always been a distinction between a marketing analyst (that often gets asked to work on non-operation types of things) and a mops manager who may not have as much of a data background, but is kind of tasked with being that process analyst.
Because of that, I think the performance workstream may be the hardest to staff. The line between run the business and innovate can get kind of blurry here if you aren't careful.
There are many data analysts I have worked with that I think would make amazing mops managers and I wonder if that may be a future trend?
I've been reflecting a lot on this theme in general and the "performance" work stream in particular. And I think much depends on company size, like you said.
In a scale-up environment, you can make micro-changes to the business relatively easily, and ops is well-positioned to take a leadership role on performance.
In an enterprise setting, things are slower and more complex, and labour more finely divided.
This isn't necessarily a bad thing in my view, provided that ops maintains a business orientation and avoids "IT-ification" (i.e., becoming a remote, unaccountable service function).
I also think in enterprise we'll see an increasing consolidation of system admin/development under a separate business systems group, and the more performance-related functions will remain in RevOps. I think that could be a good home for those data analysts too.
Great post, I believe there are many in MOPs who should keep this bookmarked for future reference. I find the performance workstream to be the least in line with what I have personally experienced in an enterprise setting - as there has always been a distinction between a marketing analyst (that often gets asked to work on non-operation types of things) and a mops manager who may not have as much of a data background, but is kind of tasked with being that process analyst.
Because of that, I think the performance workstream may be the hardest to staff. The line between run the business and innovate can get kind of blurry here if you aren't careful.
There are many data analysts I have worked with that I think would make amazing mops managers and I wonder if that may be a future trend?
Very timely comment Jeff.
I've been reflecting a lot on this theme in general and the "performance" work stream in particular. And I think much depends on company size, like you said.
In a scale-up environment, you can make micro-changes to the business relatively easily, and ops is well-positioned to take a leadership role on performance.
In an enterprise setting, things are slower and more complex, and labour more finely divided.
This isn't necessarily a bad thing in my view, provided that ops maintains a business orientation and avoids "IT-ification" (i.e., becoming a remote, unaccountable service function).
I also think in enterprise we'll see an increasing consolidation of system admin/development under a separate business systems group, and the more performance-related functions will remain in RevOps. I think that could be a good home for those data analysts too.