As businesses face increasing pressure to align teams, optimize processes, and leverage technology, capabilities in Revenue Operations has become a key enabler for scalable growth.
Consider It Done, Vainu and Oneflow joined forces to uncover the key trends, challenges, and best practices shaping the future of RevOps specifically in the Nordics. Almost 100 CEOs, Founders, Revenue Leaders, RevOps Professionals, and individual contributors across Sales, Marketing and Customer Success contributed to this study, providing a comprehensive view of the state of RevOps in the Nordics.
This article describes the top findings from the survey. You can download the complete 40-page survey report here.
The Rise of RevOps in the Nordics
Revenue operations (RevOps) is rapidly emerging as a critical function within organizations across the Nordic region. As businesses strive to enhance their go-to-market efficiency amidst tighter investment climates, the role of RevOps is becoming increasingly pivotal.
The concept of RevOps is gaining momentum, with a noticeable increase in the appointment of professionals dedicated to this role. The term "RevOps" is frequently discussed in professional circles, particularly on platforms like LinkedIn, indicating its growing relevance. However, despite its popularity, there remains a significant degree of ambiguity surrounding its definition and implementation, particularly concerning best practices.
For the purpose of this survey, RevOps is defined as the operational practices that drive revenue generation across sales, marketing, and customer success: processes, analytics, training, materials, and technology.
Industry Maturity and Development
The RevOps landscape in the Nordics is still in its early stages, characterized by a learning curve and a need for knowledge sharing. The industry is gradually moving from an immature phase to a more structured approach, with companies beginning to formalize their RevOps functions. This transition is crucial as organizations aim to improve their revenue generation processes across sales, marketing, and customer success.
How would you rate the maturity of RevOps in your organization?
The survey revealed that many companies have progressed beyond the initial chaotic stages of ad-hoc practices. A significant number have assigned RevOps responsibilities within their organizations, indicating a move towards more structured workflows. However, approximately one-third of companies still operate at a basic maturity level, lacking the necessary structured workflows to ensure scalability and efficiency.
Reporting Structures and Strategic Importance
In organizations with established RevOps resources, these teams often report directly to C-level executives, underscoring the strategic importance of RevOps in Nordic companies. This high-level positioning is crucial for creating alignment across sales, marketing, and customer success functions, ensuring that all departments work cohesively towards common revenue goals.
Where does RevOps report into?
Data Management and Analytics: A Double-Edged Sword
Data management and analytics are central to the success of RevOps, yet they present significant challenges, particularly for larger organizations. While smaller companies tend to have unified data systems, larger firms often struggle with data silos, which can impede effective decision-making and forecasting.
The survey highlighted that most companies embrace the idea of a single source of truth for commercial data, typically through a CRM or unified database. However, larger organizations face difficulties in achieving data centralization, with nearly half of respondents from companies with over 200 employees reporting fragmented data systems.
Do your teams share a single source of truth for commercial data?
Analytics and Forecasting: Bridging the Gap
Despite the challenges, many companies report having functional analytics capabilities, with the majority rating their analytics quality as high. However, the accuracy of forecasting across marketing, sales, and customer success remains a significant challenge. The survey revealed that while companies may have access to decent reporting, translating this data into forward-looking and accurate insights is still a work in progress. Sales forecasting capabilities are improving, with companies investing in methodologies like MEDDIC to enhance deal predictability and ensure a common language across sales processes.
How would you rate the quality of analytics and reporting available to your revenue teams?
How accurate is your forecasting across marketing, sales and customer success?
Technology Adoption: Navigating the Tech Landscape
Adopting the right technology is a key part of building effective RevOps. CRM systems are almost universally in place, forming the foundation for technology-driven revenue operations. E-signature tools and sales intelligence platforms follow as the next most commonly used technologies. In contrast, sales engagement tools have lower adoption rates, which suggests that the outbound motion in the Nordics is still less mature compared to more developed markets like the UK and US.
Advanced technologies, including conversational intelligence and AI-driven tools, are gradually gaining traction. These tools offer significant potential for enhancing efficiency and providing valuable insights into customer interactions. As the technology landscape evolves, it is expected that adoption rates will increase, driven by the need for more sophisticated data analysis and customer engagement strategies.
|
Tech Category |
Adoption |
|
CRM (e.g. Salesforce, HubSpot, Pipedrive) |
94% (almost universal) |
|
E-signature & Doc Tracking (e.g. ContractBook, Oneflow) |
73% |
|
Sales Intelligence & Prospecting (e.g. ZoomInfo, Dealfront, Vainu) |
69% |
|
Marketing Automation (e.g. HubSpot, APSIS) |
66% |
|
Conversation Intelligence (e.g. Gong, Fireflies.ai) |
31% |
|
Sales Productivity and Copilots & AI Agents (e.g. Salesforce, Agentforce, HubSpot Copilot) |
30% |
|
Sales Engagement (e.g. Outreach, Apollo) |
27% |
|
Sales Enablement/Digital Sales Room (e.g. GetAccept, Seidat) |
23% |
|
Customer Success Platform (e.g. Planhat, Gainsight) |
18% |
|
Data Orchestration/Connector (e.g. Supermetrics, Airbyte) |
14% |
|
Partner Ecosystem Platform (e.g. Crossbeam, PartnerStack) |
12% |
|
CPQ and Quote Management Software (e.g. DealHub.io, HeadQ, Digital Commerce) |
12% |
|
Account-based Sales & Marketing (e.g. Fibbler, Keyplay) |
12% |
|
Revenue Operations Platform (e.g. Clari, Revenue Grid) |
3% |
|
Compensation Management (e.g. QuotaPath, CaptivateIQ) |
3% |
|
No revenue tools |
6% |
Enablement and Training are Major Gaps in Nordic Revops
Revenue team enablement and training surfaced as the top weakness in the survey. After all, RevOps isn’t just about tools and data - it’s also about empowering people with the right skills and content.
According to the study, most Nordic companies have room to improve in the quality of enablement materials: over 75% of respondents said the quality is average or below. Only a quarter feel their teams have good or excellent enablement resources to draw on. This means many revenue teams are operating without robust support material: either the content is outdated, not easily accessible, or simply not comprehensive.
How would you rate the quality of enablement materials provided to your revenue teams?
The situation is even slightly worse with training frequency and quality. Just 22% of companies are happy with their training programs for Sales, Marketing, and CS, whereas about 36% acknowledge that training is infrequent or low-quality. The majority (42%) sit in the middle, indicating they do some training but likely not at the rigor or cadence desired.
How would you rate the frequency and quality of training provided for your revenue teams?
It’s interesting that even among companies with strong toolsets, the human element (enablement) can lag. There were no major differences in scores between the different company sizes. Clearly, there is a demand for better materials, more coaching, and skill development opportunities across the revenue teams.
Best Practices for RevOps Success
The survey highlighted several best practices that are key to building a strong RevOps function. These practices help companies avoid common pitfalls, improve alignment across teams, and create a foundation for sustainable growth.
Start Early:
Building RevOps capabilities early on is one of the best ways to set your company up for scalable growth. Too often, RevOps only becomes a focus once problems start to surface. The sooner you invest in RevOps resources, the easier it is to avoid growth-related operational challenges later.
One way to begin is by bringing in external expertise to help lay the groundwork. A fractional revenue leader can provide the strategic leadership needed without requiring a full-time hire. As the availability of experienced fractional CROs increases in the Nordics, this approach is becoming more accessible for growing companies.
“The best time to start building RevOps capabilities was yesterday. The second best time is today.”
- Revenue Leader, Tech company, +200 employees
Invest in Seniority:
Experienced leadership makes a big difference when building RevOps. Senior professionals bring the business acumen and change management skills needed to align teams and keep things moving in the right direction. If hiring full-time feels premature, tapping into external senior talent on a flexible basis is a practical and cost-conscious way to bring in the right expertise early without overcommitting.
“IMHO, this is a really T-shaped role where you interact across many teams and tools and you need to know how they work to own your own areas and be able to influence. I think you actually need to have been around the block a while to know how to do it well.”
- RevOps professional, B2B SaaS, 100-200 employees
Keep It Simple:
It’s easy to overcomplicate RevOps, especially when trying to scale quickly. Focus first on the basics, such as clearly defining your Ideal Customer Profile (ICP) and standardizing key processes. A simple, well-executed approach is often more effective than trying to tackle everything at once. Start with what matters most, then build from there.
“Start with defining the ICP and define your processes based on the ICP”
- Revenue Leader, B2B SaaS, 51-100 employees
Conclusion: The Future of RevOps in the Nordics
The state of RevOps in the Nordics is evolving, with companies increasingly recognizing its strategic importance. By focusing on early implementation, senior leadership, and simplicity, organizations can enhance their RevOps capabilities and drive revenue growth effectively. As the industry matures, continued sharing of best practices and insights will be crucial for success.
These findings provide a comprehensive understanding of the current state of RevOps in the Nordics and offer valuable guidance for companies looking to optimize their revenue operations.
