Bad project management is a killer. Just look at Boston's Big Dig initiative from 1982 - 2009. (5 points for the oddly specific reference...)
I don't need to get into the importance of good project management and communication, but the needs of a company will vary incredibly depending on the size and the state of the business you are serving. Smaller companies won't have the interest or the focus to iterate on what you're learning every day and larger companies require predictable processes (and invest in them) as trust drivers with the team internally.
I recently began working with a company and had the opportunity to design it from scratch. As it's in the larger band of firms that I can speak to, it made me want to explore what lessons were most impactful and offer some helpful advice from each experience. My experience is from a Business Systems/RevOps leader perspective, so that's where I'll focus.
Over the past 10 years, it's been clear that Operations is coming in earlier and earlier to scaling companies, which is a good thing. Nothing worse than showing up as the first Revenue Operations or Business Systems person as the 100th employee. In those cases nothing is documented and often you need to break poorly built and unstable implementations and then fix them. That means the first impression you have to the larger team is telling them they are going to lose functionality... very bad.
So, I'm gonna start instead on the preferred clean instance where nothing is built. The good news is that you get to build it all from scratch! Usually these companies are in the <$5 Million ARR range.
Sounds like fun right?! Honestly, one of my favorite times of my life. The things you don't have all relate to structure, which can be your best friend or worst enemy. During this time the most important thing is to grow revenue as fast as possible. Don't worry about documentation or proving your worth or justifying your time - grow revenue and you'll be fine!
Whew! Made it past the baby company struggle, or have just joined, and are now at stage where you need to organize around creating rules and procedure. You might still be a team of one (you rockstar you) or there is a team now that needs to function together to support the business, it's become imperative that you know who is doing what and when. I've usually seen these patterns up to about $50 MM in ARR.
For those Sales Nerds out there like me, this can be exhilarating, right??? By focusing on the process you'll understand what your team needs to support the business and grow in the right direction. Using cases as a mechanism to identify and separate the work you do will be a huge win, especially as you start to establish Customer Support KPI's to your internal work.
And boom - just like that, we're living at the TOP baby... (imagine "I'm on a Boat" playing off out of a gamification platform dashboard.on a busy sales floor)
Now you've got some big time puzzles to solve, investor pressure, and the initiatives that you implement are affecting top line revenue directly. Their success, or more notably their failure, makes big waves and is very public. Sales people open many cases each day, each immensely important to every individual that is stuck without them. You need to ensure you are staffed in the right areas for inbound tickets and you run both a Customer Support organization as well as a Product Development Team. This is the space in which I've done most of my work and has been true in my experience for up to organizations at $500MM in ARR.
I wrote out advice for each size of business, but it really came down to be very simple. Build a way to manage workload and plan with visibility to your external team. To do this, I've always used Salesforce's easy to customize platform to build the tool I'd like to use, I'd suggest you do the same.
The most important factors to consider include the ability to group incoming work, assign responsibility, track the status and assign size (or time or points) to that work. In my experience, larger organizations need more structure, but as you transition from one size company to another, your ability to manage, demonstrate, and communicate your workload will become imperative.
Finally, no matter what you build or if you use an OOTB tool like Asana, it works if you work it. You are the first line of defense, and all the work you do should be entered. Make the expectation with your team that they create these cases, that you define what high priority "really" means, and that you have some way to horse trade. Communicate back to the business when a work item is complete and allow them to feel the wins you're producing!
If you do the above, and aren't successful, it's more of a people management issue. Either way, I'd love to talk to you about it. At The Sales Nerd, I work with companies to implement these types of changes in their Business Systems teams and have implemented over 50 companies to improve their GTM systems in the Salesforce extended ecosystem. Please reach out if you think we'd have fun talking or you have a project you think I can help with!