Big Problem Commercial organizations accumulate extraordinary expertise over time. Sales teams learn to recognize buying signals. Marketing develops positioning that resonates. Customer success understands adoption barriers. Executives develop intuition about where the organization wins and why. Symptoms "I've never worked a prospect like this before - how do I get in the door?" "Which customer story best supports this conversation?" "What are we seeing that suggests this acc

Big Problem Marketing, sales, product, R&D and commercial priorities competed for attention without a shared framework for evaluating their impact on revenue. Symptoms CEO: Why do we have a this post on social media? We are selling CTs, not dogs licking ice cream cones. CFO: I see activity, but no results - where are the results? Controller: But what do we expect to get out of this spend? The Context Functional planning emphasized departmental activity rather than enterprise

Big Problem Educational programs were developed independently across 18 business units, requiring each department to build its own expertise, processes, technology, and support capabilities in publishing and online education. Growth depended on duplicating specialized knowledge across the organization, making expansion costly, inconsistent, and difficult to sustain. Symptoms Every department has to figure it out on their own. How can we work together? How do we sustain scale

Big Problem Existing partners successfully consumed marketplace offerings, but very few expanded into becoming sellers. Expansion into a second, higher-value commercial model required new strategic decision-making, new capabilities, organizational coordination, and confidence that many institutions struggled to develop. Symptoms When marketplace customers wanted to expand, we would hear: We need to be getting more for our investment in this platform. What would we need to do