Good Enough is Costing You More Than You Think

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Most enablement fails not because it’s wrong, but because it’s shallow. The fix is embedding, not adding.

The 2025 State of Sales Enablement Report recently dropped, and the receipts aren’t pretty:

• Only 10% of orgs say they’re very effective at driving GTM initiatives. Ten. Percent.
• 55% admit they struggle with sales training or coaching. That’s wild, since managers are the multiplier.
• 61% of execs are investing more in enablement this year, nearly double last year. Execs are betting on Enablement and the outcomes have to deliver.

The disconnect couldn’t be clearer: investment is surging, but impact isn’t. And the culprit isn’t budget or intent. It's that most enablement still stops at “good enough.”

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The problem: “good enough” enablement

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Too often, enablement is treated like a box to check. Roll out a playbook, run a training, buy a tool…and call it done.

That’s “good enough” enablement. And it’s expensive.

The content itself isn’t bad; it just never goes deep enough to change how the business actually runs. Sellers leave workshops fired up, then default right back to old habits. Managers don’t reinforce. Leaders don’t drive consistency. Pretty soon, reps are eye-rolling about “the flavor of the month,” and performance looks exactly the same.

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What shallow enablement looks like

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• A deck is delivered, but there’s no coaching on how to use it in a live deal.
• A process is launched, but then it’s never reinforced in pipeline reviews.
• A shiny tool is bought, but no adoption strategy is tied to it.

It feels productive in the moment. But the hidden cost is stalled deals, disengaged reps, and execs losing faith that enablement actually matters.

“Good enough” rollout: reps hear about a new qualification model, maybe fill out Salesforce, and nothing in buyer conversations changes.

“Deep” rollout: reps hear the model, managers coach it in every review, and within weeks buyer conversations sharpen.

That’s the shift. Deep enablement isn’t a deliverable. It’s the operating rhythm. It’s not about the fields and frameworks, it’s about whether those frameworks show up in actual buyer conversations.

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How to move beyond “good enough”

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If you want enablement to stick, start with your managers. They are the lever. And right now, more than half of orgs admit they aren't getting coaching right.

Here’s where to focus:

• Equip managers first. If they can’t coach it, reps won’t use it. Period.
• Design for reinforcement. If there’s no sustainable plan to reinforce, it’s already dead.
• Use AI to scale, not distract. Conversation insights, skill nudges, coaching feedback are all good. But don’t confuse automation with adoption.

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Where revlogic comes in

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At revlogic, we focus on embedding enablement so it sticks by helping managers and reps build excitement, conviction, and consistency into their daily motions. We design enablement as change management: anchoring initiatives to buyer outcomes, equipping leaders to reinforce behaviors, and creating the customer-facing artifacts that help buyers buy.

When you move past “good enough,” enablement stops being theater and starts driving serious revenue with intention.

Good enough is costing you more than you think. How long can you afford to settle for it?

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