GreenFig Instructor Teaching AI Technology
We have had a number of conversations recently with founders, CEOs and product leaders who seem to be running into brick walls when selling their artificial intelligence (AI) / Machine Learning (ML)-based platforms and solutions to medium and larger enterprises. Whether the sales cycles extend too long (nine months and beyond) or decision-makers and key influencers aren’t aligned, ultimately, these deals don’t close. And when they do close, they end up closing as very small, limited pilots/POCs without strong internal ownership to get them to next level. At the same time, we also see other AI companies achieving the opposite. Much shorter cycles of three to six months, strong buyer and influencer alignment, and deals close with five, six, or seven-figure contracts, often with multi-year terms and the ability to expand their Annual Run Rates (ARR) significantly. We are seeing a pattern here. In fact, three key go-to-market capabilities play out again and again in the companies that are building category-leading AI businesses. It all comes down to complexity, consensus and connection. First, these leaders manage complexity. Second, they build and sustain consensus. Finally, they enable both rational and emotional connections to the solution and the desired outcome. Here’s how we break it down. Complexity — Manage It, Don’t Sell It We all know that building and delivering AI/ML-based technologies that drive strong, repeatable business results is complicated. In our view, today’s enterprise AI is characterized by three somewhat unique conditions that magnify its complexity: