Go-to-market leaders are confident in their strategies, yet a staggering 98% admit execution is falling short. This disconnect has real consequences: stalled deals, unused content, and widespread team burnout.
The GTM Performance Gap Report from Highspot found 10% of GTM leaders feel their teams are very effective at executing strategy, while 80% report stress and attrition, and fewer than 25% are investing in the enablement systems that could provide relief. This gap between planning and performance isn’t just a minor issue; it’s the central obstacle to revenue growth.
To unpack these findings, Demand Gen Report sat down with Lucas Welch, who leads Corporate Marketing at Highspot, to explore the root causes of the strategy-execution gap, the difference between artificial intelligence (AI) adoption and true AI maturity and what it takes to align marketing, sales, and enablement teams to turn GTM strategy into measurable results.
Demand Gen Report (DGR): Lucas, thanks for your time. The report shows a gap between GTM strategy and execution. Where do you see this disconnect most often? Why do you think 98% of leaders believe their strategy is on track, yet execution is falling short?
Lucas Welch: It shows up in the day-to-day. The emails that go unanswered. The content that doesn’t get used. The deals that stall without a clear reason why. Most leaders feel like they’ve done their part— they’ve built the deck, rolled out the messaging, launched the initiative. But when we asked 463 GTM leaders how many felt confident their teams were very effective at executing that strategy, only 10% said yes. So, what’s happening? In most cases, the strategy gets created but then it just sits there. It’s not operationalized. Teams don’t have a shared understanding of what good execution looks like, or the systems to reinforce it every day.
DGR: What performance signals should leaders track to get a real sense of what’s working and what’s not?
Welch: First, you need signals you can act on. Not just vanity metrics. The teams that are getting this right are connecting activity to movement. It’s not “how many calls did we make”— it’s “how many decision-makers moved to the next stage.” You need visibility across content usage, training engagement, and deal progress— all in one view. Without that, you’re flying blind. It’s why we built Initiative Scorecards— to give teams that full-funnel insight into what’s working, what’s not, and what to do next.
Breaking Down Content Silos
DGR: How does the pressure to hit revenue targets contribute to the strategy-execution gap?
Welch: When pressure’s high, teams default to what’s easy, or what they already know. This means they don’t adapt or embrace change. Managers skip coaching. Leadership piles on tools hoping something will stick. But it just adds noise. Instead of helping teams execute, we overwhelm them. We see this in the report’s data: 80% of leaders reported burnout, stress, or regretted attrition. And yet, fewer than 25% are investing in enablement systems that would ease that strain.
DGR: If content isn’t being used effectively, why and what is the first step to improve content activation and measurement?
Welch: Too much content gets created in a vacuum. It looks good in a slide, but sellers don’t know when to use it, how to tailor it, or if it even works. The first step is to get aligned on purpose: what’s the content for, who is it for, and how does it help move a deal forward? Then give sellers tools to find it fast — embedded in their workflow — and give marketers visibility into what’s being used and what’s converting. That’s where activation starts. Not with more content, but with smarter use of what you already have.
Why AI Gains are Not Being Seen
DGR: Why are so few companies seeing real performance gains from their AI investments today?
Welch: The biggest reason is that AI is being bolted on, not built in. You can’t add AI on top of a fragmented system and expect it to work. What we’re seeing is that most teams are still operating at low to mid AI maturity. They’re adopting tools, but not changing the way work gets done. Until you embed AI into daily workflows and tie it to content, coaching, and deal activity, it’s just another tab to ignore.
DGR: What is the difference between simply adopting AI and achieving true AI maturity in a GTM team? How can leaders choose AI that fits their GTM motion instead of just adding more noise?
Welch: AI maturity is about having the foundation to make the most of it, not grabbing at shiny new things. It means your teams have the systems in place to do something with the insight AI gives them, whether that’s adapting a deck, shifting a play, or coaching in the moment. Mature teams don’t start with AI, they start with the outcome. They ask, “What behavior do we need to change?” and “Where’s the friction?” Then they use AI to reinforce that behavior at scale, without adding extra steps or complexity.
DGR: The report shows big regional differences. What can a global leader learn from these variations? And how can organizations create a consistent GTM motion while respecting regional market differences?
Welch: Germany had the highest confidence in execution and alignment. France reported the most internal friction and impact on the buyer experience. ANZ had the most AI ambition, but also the most burnout. So, our takeaway is strategy only works if it travels, pun intended. Consistency doesn’t mean every region runs the same play, but they must align on the outcome and be clear on how to get there. That’s where a unified GTM system helps because it gives teams the flexibility to adapt how they execute without losing sight of what they’re trying to achieve.
Action to Take Now
DGR: What does effective cross-functional alignment look like in day-to-day operations?
Welch: It looks like marketing, enablement, and sales all moving in the same direction and doing so using the same definitions of success, measuring the same metrics, reinforcing the same behaviors. It’s not just one kickoff meeting or a shared Slack channel. It’s a consistent rhythm: shared planning, accountability, and insight into what’s working. And this alignment must reach the frontlines, or its meaningless.
DGR: How can frontline managers be better equipped to coach their teams and reinforce strategic priorities?
Welch: They need two things: time and insight. Right now, most managers are stretched thin and coaching based on gut feel. Give them data on what sellers are doing, where deals are getting stuck, and what top performers are doing differently. Then make it easy to act on that, from structured feedback and role play to quick-hit coaching prompts within their workflow. We’ve seen companies use AI to turn a 1:1 into a high-impact coaching moment, without adding hours to the calendar.
DGR: What is the single most important action a GTM leader can take to close the performance gap?
Welch: Build the system, not just the strategy. The difference between teams who talk about execution and teams who deliver on it is structure. It’s how they reinforce priorities, how they use AI, how they align teams and measure impact. You don’t need a perfect system, but you must be able to turn insight into action, and action into outcomes. That’s the unlock. And that’s what the best GTM leaders are doing now.
