Revenue Orchestration transformation requires active executive sponsorship

Executive sponsorship is critical here, because teams won't naturally work together

Marketing is often comprised of people-pleasers who are uncomfortable having direct and challenging dialog with other teams

Sales are hungry and action driven, often being perceived as being aggressive. Sales often doesn't fully understand what goes into a quality lead and often want MQLs too early, then complain about the quality of leads.

Sales and marketing need to work together to define what is a quality lead:

• They need to define disposition and qualification terms
• Define rejection rules and what makes closed/won and closed/lost opportunities
• Define post-close nurture goals and success criteria

Executives must be involved and actively facilitate meetings as an impartial emcee at the early stages as both teams learn to speak one another's language.

Sales and Marketing teams must maintain a regular review of lead quality in a collaborative, positive manner. These should be scheduled bi-monthly (every two weeks), or monthly at most. Quarterly is too long between sessions, and participants will fall back into their comfort roles and biases.