The four asset classes
Resources in the RevOps framework include four asset classes. Data and insights covers analytics, reporting, metrics, and KPIs — the instrumentation of the revenue motion. Systems and tooling covers the technology stack and its integrations. Processes and workflows covers operational support, cadences, and standardised procedures. Enablement covers training, onboarding, documentation, and capability building.
The enablement deficit
Data, systems, and processes typically receive substantial investment and yield visible returns. Enablement is the chronically underdeveloped asset class. Roughly half of GTM stakeholders disagree that RevOps effectively provides training, onboarding, and documentation support — the largest single weakness in the empirical Value Chain.
The deficit has structural roots. RevOps teams typically over-index on analytical and technical talent (people who can build dashboards and configure tools) and under-invest in learning and development (people who can design enablement curricula and run capability programmes). The skill imbalance produces a corresponding output imbalance.
Closing the deficit
Closing the enablement deficit requires deliberate investment, not drift. Three actions help. First, balance team composition: hire explicitly for the enablement specialisation rather than expecting it to emerge from analytical or technical talent. Second, instrument enablement outcomes: time-to-productivity for new hires, certification rates, capability assessment scores. Third, tie executive compensation to enablement-linked outcomes, signalling that the function is held accountable for capability building, not just operational support.
The C-Suite playbook develops this as one of the Five Managerial Imperatives.