Summary: Commercial leaders struggle to balance a wide spectrum of critical enablement activities with the realities of resourcing trade-offs. While modern enablement teams can serve as many as ten critical functions across the go-to-market organization, they can also cost as much as a comparable group of sellers.
To scale enablement teams without undermining profitability, business leaders must consider the wide variety of roles and responsibilities in enablement and strategically add headcount to critical job duties first. Once they resource critical functions, leaders can consider larger enablement teams that also scale across more sellers.
In addition to scaling the size of enablement teams, leaders can scale the impact of enablement programs by following three characteristics of the highest-performing enablement organizations:
1. Prioritizing quota-carrying experience when hiring enablement professionals
2. Measuring the right indicators to gauge the efficacy of their programs
3. Regularly training both sellers and sales managers on sales effectiveness
