Most transformations fail not because the strategy is wrong — but because the organization cannot execute it.

The revolving door of executive sales leadership is spinning faster than most companies realize. CROs and VPs of Sales are burning out, being replaced, or walking away, not because they’ve lost their edge, but because the systems they’re asked to run are fundamentally misaligned with how growth actually happens today.In short, leadership churn is often the symptom. The underlying cause is a misfit between what leaders are accountable for and the systems they’ve inherited.

Across industries, B2B revenue leaders are feeling the pressure. Win rates are down. Customer experience is deteriorating. And buyer confidence, once predictable, is now scattered across bloated buying groups that can’t reach consensus.

2026 is shaping up to be the year when traditional go-to-market (GTM) strategies finally collapse under their own weight. The funnels, lead-hand-offs, and stage-gated campaigns that once powered predictable growth are now failing to keep up with a new kind of market dynamic—where buyers are self-directed, AI curates the shortlist, and alignment is the only multiplier that matters.

Executives aren’t shopping for features. They’re hunting for partners who can help them diagnose growth constraints, de-risk big decisions, and move financial needles. Meanwhile, the buying landscape keeps shifting: buyers spend a sliver of their time with suppliers, most interactions happen in digital channels, and many decisions are shaped long before a seller is invited to the table. Below is a practical playbook—grounded in current research—for transforming a product-f

For decades, sales training programs have promised to equip reps with the skills needed to hit quota and close deals faster. But in 2025, the very frameworks that once accelerated growth are now slowing it down. The traditional, static sales training model is failing. And it’s time we admit it.

Today’s B2B buyers navigate a radically different decision journey. Digital touchpoints abound—research is done online, peers shape opinions through communities, purchasing decisions get made long before any one-to-one engagement happens. Unfortunately, many B2B organizations are still operating under outdated mental models.

In today’s B2B economy, growth is no longer about adding more reps or doubling down on outdated playbooks. Boards and investors are no longer impressed by size—they want strategy. The winners in today’s marketplace are those who execute buyer-aligned, insight-led, and performance-measured client growth strategies.

According to a 2024 McKinsey survey of GTM executives, the average C-level growth leader invests 45–70 hours per year in structured continuing education. Top-performing CROs: ~62 hours/year High-growth CMOs: ~54 hours/year Benchmark for digital-native leaders: ~72 hours/year

In 2025, sales enablement is no longer a support function—it’s a strategic lever. Or at least, it should be. Recent insights from Gartner’s 2025 Sales Excellence and Innovation Report offer a clear warning: if enablement functions fail to evolve into strategic consulting arms to the C-suite, they risk becoming irrelevant in driving growth, retention, and quota performance. At Lucrum Partners, we’ve worked closely with B2B organizations attempting to modernize their go-to-m

The latest Korn Ferry CHRO Insights Report offers a strategic lens for how transformation-ready firms—especially smaller ones—can capitalize on the systemic misalignments inside much larger organizations. The CHRO trends that keep Fortune 1000s up at night? They’re the very cracks where Davids can strike.

Why CEOs Must Rethink Their Sales Teams’ Capabilities in Today’s Market Chaos Across industries, CEOs and growth leaders are facing a sobering reality: their sales teams are not built to win in today’s decision-making environment. In a market defined by chaos, committee-based buying, and overwhelming sameness, traditional sales training falls flat. Performance gains aren’t coming from more pitch decks or bigger tech stacks—they're unlocked through meaningful behavior change.

Over the past few years, the role of sales operations has undergone a profound transformation. No longer just a back-office function focused on CRM hygiene and forecasting reports, today’s sales operations must operate as a strategic command center—one that fuels growth, enables executive decision-making, and equips sellers with the tools, intelligence, and systems they need to win.

Learn why B2B CEOs must stop relying on outdated best practices and start building buyer-informed go-to-market strategies rooted in modern buyer behavior.

CEOs face an increasingly complex mandate: not just to lead their organizations, but to ensure long-term viability

The landscape of sales is evolving at a rapid pace. The intersection of technology, changing customer behaviors, and shifting market dynamic

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