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1: The Lean Revenue Factory: From Toyota to GTM

Rutger opens by explaining how lean methodology, originally developed by Toyota for manufacturing efficiency, applies directly to modern GTM operations. He sees the entire customer journey as a factory line that can be optimized.

"What I see the go to market departments, you know, going from first marketing lead coming in all the way up to an expanded or retention customer as a factory line similar. So every handover moment, every deal stage is sort of like an extra machine which you can optimize, which might have a bottleneck which might, you know, get wasted in."

2: The Three Pillars: Purpose, People, and Process

Rutger breaks down lean methodology into three foundational elements that must work together to create sustainable GTM efficiency.

"Lean has the mindset of 3 things, purpose, people and process... The purpose is ensuring that everything that you create, every step that you do has value to the customer. So you don't have, you know, an obligatory demo if the customer's already interested in doing it themselves, or an obligatory sales call if the person actually just wants to know what the pricing is."

3. The Compound Power of 1% Improvements

One of Rutger's most powerful insights centers on the mathematical impact of small, consistent improvements across the entire GTM process.

"If you have a deal stage of 6 stages, say, and if you do a 1% improvement of each stage for a month, you come up with 80% improvement of your entire usage... from just doing a 1% improvement and that 1% is tiny right? 80% improvement. That's the power of compounding."

4. Change Management: The 90% Failure Rate Problem

Rutger addresses why over 90% of digital transformations fail, focusing on the resistance that accumulates when organizations try to change too many things simultaneously.
"For every change that you have, the amount of resistance increases right? If you change a process, there's some resistance. If you change a KPI, there's more resistance... Now if you didn't use the CRM and then suddenly came up with... a CRM. And then you not just did a CRM. You also did a sales methodology... And then you told your sales people... Now you've added I think at least 3 items of resistance in there.

5. The Right Side Revolution: Lean Customer Success

Rutger shares his framework for applying lean principles to customer success and retention, addressing the critical challenge of adoption and churn prevention.

"Your platform, whatever it might be, is trying to elicit a change within your customer. So again you come into Change Management again... from the sales perspective... you have to have that discussion of, hey? This is how you can leverage our platform. This is how you become successful with our platform."
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