Shared accountability, not departmental credit-claiming
Observations on how commercial leadership teams are restructuring incentives to reduce cross-functional competition for credit.
Leadership incentive structures that reward sales and marketing purely on their own departmental numbers tend to reproduce the definitional and credit-attribution conflicts discussed throughout this section, almost as a structural inevitability.
The organizations with the least cross-functional friction we observe tend to have at least a meaningful share of leadership incentive tied to a shared revenue outcome, not solely departmental metrics — which changes the incentive to actually resolve alignment issues rather than relitigate them quarterly.
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