Redesigning Go to Market Models for the Next Era of Industrial Growth

These macro forces are raising the bar for commercial leadership and putting four priorities at the center of industrial growth agendas:

• Integrated commercial teams across functions and legacy businesses: Disconnected marketing, sales and service organizations struggle to compete in a more complex, non linear buying environment. In response, leading industrial companies are integrating commercial teams across functions, regions and legacy businesses—supported by clearer operating models—to improve coordination, execution consistency and return on commercial investment.
• The right roles to sell and support software- and service enabled portfolios: Broader solution and service offerings have outgrown traditional generalist sales models. Industrial leaders are redesigning their coverage models, reducing cost to serve, improving focus on high value opportunities and enabling more effective selling and post sale support for increasingly complex portfolios.
• Digitized demand generation to improve marketing ROI: Traditional MarCom led marketing approaches are no longer sufficient in a digitally informed buyer journey. Now, high performing organizations are digitizing their marketing demand engines by investing in new roles, multi channel engagement and data driven lead management to increase MQL to SQL conversion as well as materially improve return on marketing investment.
• Talent management for a new, AI enabled way of selling: As commercial roles evolve, industrial companies are rethinking talent management end to end. Clear commercial job architecture, pay for performance differentiation and targeted capability development are becoming essential to attract, develop and retain talent. All while enabling sellers, marketers and product leaders to operate effectively in increasingly AI enabled, insight driven sales motions.