Portfolio and product marketing teams aren’t failing because of capability gaps; they’re failing because of structure, according to our latest research report, The State Of Portfolio And Product Marketing In 2026. The newly released study found that, as organizations centralize budgets at the same time as embedding portfolio and product marketing teams further into business […]

Global B2B marketing budgets are steadily becoming more centralized, which means portfolio and product marketing teams should maintain a connection to the core business and avoid being too firmly embedded in business units and product lines. As our analysis of Forrester’s latest portfolio marketing and product management survey reveals, structural decisions can lead to stark maturity differences in portfolio marketing teams, regardless of the capabilities of individual marketers. Portfolio marketers around the world are doing their best to play the hand they’ve been dealt but need help from leaders to overcome major challenges.

Go-to-market (GTM) strategy has become bloated, confused, and plagued by misaligned teams, a pervasive product-first mentality, and simply too many people claiming ownership. This is happening at a time when decisive GTM prioritization matters more than ever. Without a clear GTM strategy, companies waste resources, pursue the wrong buyers, and deliver a disjointed customer experience. In this report, we take a deep dive inside the Forrester Go-To-Market Architecture to help B2B organizations navigate these decisions.

Volatile market environments, evolving organizational dynamics, and changing buyer behavior have upended traditional B2B go-to-market (GTM) strategies. B2B leaders must build audience-centric strategies around key decision-makers within buying groups and their desired outcomes — not the selling organization’s products and services. This report introduces a customer-obsessed GTM architecture that prioritizes the audiences that drive revenue growth.

B2B leaders know they must take a fresh approach to their go-to-market (GTM) strategy. Forrester’s Go-To-Market Strategy Maturity Assessment helps portfolio marketers evaluate their GTM capabilities in four core areas: strategic inputs, market strategy, buyer strategy, and GTM pathways. Leaders can use the assessment results to build a structured, repeatable approach to decision-making when developing their GTM strategy.

This Forrester B2B role profile provides a job description and competencies for the regional portfolio marketing manager. Global businesses rely on this role to provide a deep understanding of local markets, adapt the go-to-market strategy for their regions, and drive success through regional enablement and expertise.

Our new report on global public sector purchasing, based on data from Forrester’s Buyers’ Journey Survey, 2025, reveals a market full of opportunity but also increasing complexity. One of the most striking findings is just how large and distributed public sector buying groups have become. Typical purchase decisions now involve, on average, 14 internal stakeholders […]

Public sector organizations can be attractive customers because they control large budgets; award multiyear contracts; and have stable, taxpayer-funded revenue. But providers must navigate intense competition, high barriers to entry, complex procurement requirements, and strict regulatory and compliance constraints, all influenced by political and economic cycles. In this report, we analyze data from Forrester’s Buyers’ Journey Survey, 2025 to reveal how government buyers make decisions and what sources they turn to for information.

Insights (or lack thereof) represent a top challenge and a top strategic initiative for portfolio marketers in 2026. A third of portfolio marketing decision-makers say that while they have access to relevant data, they struggle to draw conclusions from it, and more than a quarter struggle to know what data is available for them. Fortunately, these decision-makers are investing heavily to address this challenge. On average, 32% of the overall portfolio and product marketing programs budget is dedicated to insights, through interviews or market and competitive intelligence gathering. This data snapshot is one of a series based on Forrester’s Portfolio Marketing And Product Management Survey, 2025.

Forrester’s recent portfolio marketing survey has good news to tell: more than half of portfolio marketing decision-makers report that marketing most often leads the process for launching new offerings. This is a best practice, as opposed to leaving launch to a product management or strategy team. In bad news, the processes behind the launch in most cases are either ad hoc, non-existent, or resemble a cookie-cutter approach that simply replicates the previous launch. This data snapshot is one of a series based on Forrester’s Portfolio Marketing And Product Management Survey, 2025.