Digital investment up forty percent year on year. Revenue trajectory flat. Nobody can explain the gap in a way that leads to solutions. Marketing blames product roadmap. Product blames sales execution. Sales blames lead quality. You are paying three departments to blame each other whilst competitors execute at twice your velocity.
I have spent thirty years diagnosing why this pattern repeats. The constraint is never the people. It is that marketing measures MQLs, sales measures closed revenue, product measures features shipped. Three departments optimising contradictory outcomes. Customer experience breaks in handoffs nobody owns.
The fix is not restructuring. It is giving someone authority to diagnose where the system is breaking across those handoffs, name it plainly, and force the conversations that internal politics prevents.
If your board wants to know whether digital investment is working, the answer is not more reporting. The answer is whether anyone has authority to fix what is actually broken.
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