Not every hot market is your market. When AI infrastructure and defence budgets surge, appetite gets mistaken for opportunity. Paul Crabtree sets out how leadership teams should size, test and price entry before committing — and how to tell if the door is even open.
Learn more : Not every hot market is right. How to assess viability before you commit .
In an interview this year, a media company CMO described a trusted brand and AI-capable people whose preference numbers were quietly slipping anyway. This is what The Shift looks like from inside the function, and the sequence that closes the gap between a moved market and a function still catching up.
Learn more : Buyers moving to AI faster than the function built to reach them needs a shift.
Marketing, sales and customer success each buy their own tools to hit their own numbers, and none of it adds up to one commercial architecture. Now an AI agent, not a person, may be the first to judge whether your business belongs on a buyer's shortlist.
Learn more : AI needs a unified, function wide approach to CRM, MarTech, and data.
Account-based marketing promises precision, but most programmes quietly underperform because sales and marketing were never built to share one view of the account. The data shows what changes when they do: higher conversion, faster growth, and one architecture instead of two competing systems.
Learn more : ABM marketing programs live/die by how aligned commercial teams are.
Your pipeline reports still look healthy — but the decision that shaped them happened somewhere your CRM can't see. 95% of B2B buyers now buy from a shortlist they formed before anyone made contact. This piece looks at what that means for how commercial leadership teams build and read their own intelligence.
Learn more : Why deals are decided before your team ever sees them.
A newly appointed CEO inherited a media group built through acquisition, with a strategy the board backed and still nothing moving. This is what The Disconnect looks like in practice, and the sequence that pulled strategy, structure and culture back into line.
Learn more : Strategy, structure and culture pulling differently creates the disconnect.
