What does “good” actually look like in revenue enablement?
It’s a deceptively simple question - but one that most companies can’t answer clearly. Ask five different leaders, and you’ll get five definitions: faster ramp, better coaching, consistent content, higher win rates. All valid. But also fragmented.
At a time when enablement is being asked to do more with less - and prove its impact at every turn - the absence of a shared standard for maturity creates real consequences: misaligned priorities, reactive programs, and hard-to-defend budgets.
So we spent time digging in.
This perspective is built on a synthesis of conversations with enablement leaders, strategic advisors, sales stakeholders, and our own work at GTM Buddy - where we see what “good” looks like up close, and where teams most often stall. The result is a clearer picture of modern enablement maturity, and the shifts required to get there.
Not a checklist. A transformation.
Why Defining “Good” Matters
Most enablement teams aren’t starting from scratch. They’ve got onboarding, a CMS, maybe some decent training content. But they’re not sure whether that’s enough - or where to go next.
Defining “good” creates clarity. It gives teams:
- A north star for how enablement should show up
- A language to align with stakeholders
- And a lens to separate motion from momentum
In short: defining “good” helps leaders make better decisions about what to build, what to fix, and what to stop doing altogether.
So, What Does “Good” Enablement Actually Look Like?
This isn’t a laundry list. It’s a shift in how enablement thinks, operates, and influences. Here's what it looks like across the most critical dimensions.
1. It’s Aligned to Revenue, Not Just Readiness
Good revenue enablement starts with a clear charter. One that’s tied directly to business outcomes - not just training hours or onboarding timelines.
It operates in rhythm with the revenue engine: co-planning with GTM, reinforcing key initiatives, measuring impact in terms that CROs and CEOs care about.
At GTM Buddy, we’ve seen that the highest-performing teams have a seat at the strategic table. They're not chasing asks. They're anticipating them.
2. It’s Buyer-Back and Rep-Centric
The best enablement teams operate with dual empathy: for the rep, and for the buyer.
They map enablement to the customer journey, not just the sales process. They tailor programs to specific personas and deal stages - because relevance trumps volume every time.
This is especially true in complex sales environments (like cybersecurity) where deals are long, technical, and deeply trust-based.
3. Content Doesn’t Just Exist - It Performs
Organizing content is table stakes. Great teams go further - ensuring reps get the right asset at the right moment, without having to search for it.
Enablement becomes embedded in the flow of work: surfacing in CRM, in meetings, in the tools reps already use.
When content performs, enablement shifts from a library to a lever. This is one of the most consistent differentiators we see in mature teams.
4. Coaching Is Scalable, Not Situational
Most enablement programs start strong in onboarding - and taper off quickly.
Mature teams invest in continuous learning that’s personalized, timely, and scalable. They don’t wait for manager bandwidth. They create systems where reps can practice, receive feedback, and improve - on their own terms.
AI role plays are becoming a powerful unlock here. They remove judgment, simulate real objections, and scale coaching without burning out frontline leaders.
5. Measurement Tells a Revenue Story
The best enablement teams don’t just report on activities - they connect their programs to outcomes: shorter ramp, higher conversion, better win rates.
But they also know when not to over-engineer. They pick metrics that matter, align with sales leadership, and use data to iterate - not just justify.
6. They Operate Like a Product Team
Good enablement is never “done.”
It’s built, shipped, measured, and refined - just like a good product. It evolves with buyer behavior, market shifts, and rep feedback.
This mindset shift - from program manager to product owner - is what keeps enablement relevant, responsive, and high-impact.
7. It’s Backed by the Business
None of this works without leadership buy-in.
The strongest enablement functions are trusted partners to the business. They have executive sponsorship, clear scope, and the influence to drive adoption across revenue teams.
They don’t have to justify their existence. Their impact makes the case for them.
The Real Point: Good Enablement Doesn’t Look Like Enablement
When done right, enablement disappears into the workflow. It feels like a rep’s intuition. A manager’s foresight. A buyer’s confidence.
It doesn’t interrupt - it accelerates.
And in a world of tighter teams, higher targets, and smarter buyers, that’s not a nice-to-have. It’s the difference between growing predictably and falling behind.
Final Thought
If you’re building or leading enablement today, the goal isn’t to be everywhere. It’s to be essential in the moments that matter.
The teams doing this well aren’t perfect - but they’re intentional, data-informed, and evolving fast.
That’s what good looks like. And it’s what the future expects.
Curious Where You Stand?
If you're wondering how your enablement function stacks up against this vision, we’ve created a quick self-assessment to help you find out. The Revenue Enablement Maturity Quiz takes less than 3 minutes and gives you a personalized snapshot of where you are today - and what it would take to reach the next stage. It’s not just a scorecard. It’s a conversation starter.
