Responses were gathered through directly mailing Forrester customers, social efforts on LinkedIn, and promotion from the non-profit, Sales Enablement Society to its member base. This survey was not conducted through a paid panel, nor were there respondent incentives for participation. Respondents were asked about the Sales Enablement function within their company, how it has been impacted by the pandemic, and how their overall sales organization performed over the previous two years.

Partner with local non-profits: For example, Autism Personal Coach helps autistic teens and adults find and retain employment in Cleveland, Cincinnati, and Anchorage. Post your job on the Neurodiversity Career Center . These expanded recruitment channels may result in an even broader reach: EY’s efforts also connected the company with other overlooked people, such as economically depressed individuals in the US’s rustbelt and those with two-year degrees.

Responses were gathered through directly mailing Forrester customers, social efforts on LinkedIn, and promotion by the non-profit Sales Enablement Society to its member base. This survey was not conducted through a paid panel, nor were there respondent incentives for participation. Respondents were asked about the sales enablement function within their company, how it has been impacted by the pandemic, and how their overall sales organization performed over the previous two years.

Figure 2 Leading Marketers Report Faster Profit Growth Than Lagging Marketers When asked about profit growth, leading marketers reported, on average, their organizations saw 11% profit growth, versus just 4% for lagging marketers’ companies (see Figure 3). In fact, more than half of the leading marketer cohort reported profit growth of 10% or more.

Many companies allocate spend from IT “cost centers” to business “profit centers” to get a full view of profit and loss. This includes the direct and indirect cost of the revenues generated by the enterprise. In many cases, such as with regulated industries or government contractors, the allocation model used for IT spend is even audited for accuracy and transparency.

Global B2B director+ decision-makers from customer-obsessed enterprises report 1.7x higher revenue growth rate, 1.5x higher profit growth rate, 1.6x higher improvement in account retention, and 2.0x higher improvement in employee engagement than those from non-customer-obsessed enterprises. Base: 792 global B2B director+ decision-makers from enterprise organizations.

More respondents at software vendors report that AI will eliminate roles (68%) and that many employees will need to find new roles (68%) compared to those at non-software vendors (51%). Sixty-five percent of respondents at software vendors reported hiring slows compared to 49% of those at non-software vendors. And 57% of respondents at software vendors say they’ve already used AI to reduce headcount compared with 36% at non software vendors. Source: Forrester’s State Of AI Survey, 2025.

Within 12 months, the CIO, business unit leaders, and HR should launch agile training for non-IT teams, establish shared KPIs across departments, and integrate agile practices into key business functions. Creating an enterprisewide agile mindset ensures agility drives business strategy, accelerates innovation, and enhances operational responsiveness.

Use the offering dashboard, for recurring revenue or non-recurring revenue, that was developed and maintained for the lifetime of the offering. Focus on trends for key metrics, as they may depict an offering’s progress over time. For example, an offering may reach revenue goals, but those goals may have been decreasing significantly over time.

Revenue and gross margin (68% and 63% of respondents, respectively) are the most frequently noted measures of success, with the level of profit (51%) and customer retention (50%) close behind. Further down the list, roughly two out of five respondents cited the number of customers as a success metric.