2026年B2B增长议程：在瞬息万变的世界中实现增长研究报告

B2BGrowth

Agenda

2026Deliveringgrowthinaworldthatwon’tsitstillB2B

Growth

Agenda2026ContentsLetterfromtheGlobal

Headof

Bain’sCustomer

Practice

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2Volatility

Isn’ttheStorm.

It’stheClimate

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PropositionsStallGrowth

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.11B2B

Growth

Masters’

Formula

for

Repeatably

Capturing

New

Customers

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NewSales

Productivity

Equation

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.25AI

Won’t

Transform

Your

Go-to-Market

Until

You

Transform

the

Work..

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.29BAIN

&

COMPANY1B2B

Growth

Agenda2026Letter

from

the

Global

Head

of

Bain’s

CustomerPracticeVolatilityishighandrising.Sowhilegrowthambitionshaven’tchanged,thepathtoachievingthemhas.

CEOsrankgrowthastheirNo.1concernanddeliveringitwilltakedisciplinedexecution.Inourannual

surveyof

morethan1,100commercialleadersacross18sectorsand40countries,91%expecttohittheir

2026growthtargets.Yetnearlyasmanywereconfidentlastyear,and42%fellshort.Whatseparatesthosewhodeliverfromthosewhodon’t?Thewinnersdon’tbetonasingleinitiative.They

pairaclear,differentiatedvaluepropositionwithasystematicapproachtobringingtherightofferstothe

rightcustomers.AndtheybuildAI-enabledoperatingmodelsdesignedtounlockproductivityatscale.If

yourplanassumesthingswillsettledown,itwon’tholdupin2026.Readonforapracticalroadmapto

growthinaworldthatwon’tsitstill.JamieCleghornGlobalHeadof

Bain’sCustomerPracticeBAIN

&

COMPANY2It’stheClimateVolatilityiswideningthegapforB2Bsellers—inplans,performance,andthepathtorevenuegrowth.ByMarkBurton,RobStein,JurreNitertvanSchijndel,ShounakGadre,JakeCrandall,

andEmilyKasavanAtaGlance、Eighty-seven

percent

of

global

decision

makers

say

markets

are

evolving

faster,with

AIandgeopoliticsthetoptwocauses.、Eighty-six

percent

of

executives

surveyed

expect

their

company’s2026growth

to

exceedthat

of2025.、

While91%expect

to

meet

those

targets,confidence

was

also

high

last

year(86%)and

only58%

hit

the

mark.、

Volatility

is

widening

the

gap:Top-quartile

performers

grew1.6times

faster

thanthe

average

company

in2025.Volatilityisnolongerapassingshock;it’stheoperatingenvironment—reshapingcommercialperformance,wideningthegapbetweenplansandresults,raisingthecostof

slowdecisionmaking,

andlettingasmallgroupof

winnerspullaway.Mostleadershipteamsstarted2026withbothambitionandconfidence.Bain’s2026surveyof1,125global

decisionmakersfindscompaniesexpectrevenuegrowthratestobe20%higherin2026comparedwith2025.Ninety-onepercentof

respondentsareconfidenttheircompanywillachieveits2026growthtarget.Volatility

Isn’t

the

Storm.3B2B

Growth

Agenda2026Thatcombinationof

higheraspirationsandhigherconfidencesoundslikearecipeformomentum,buthistoryshowshowvolatilitycanshakeeventhesurestplan.Afterall,it’shardtohitamovingtarget.

InJanuary2025,86%of

leaderssurveyedwereconfidenttheircompanywouldachieveits2025growthtarget,but

only58%did

(see

Figure1).Volatilityseemstobemakingithardertoknowwhatwillhappenin12months,wideningaconfidence

gapasmorecompaniesmisstheirtargetsevenastheirgrowthambitionsclimb.From2023to2025,theshareof

companiesthatfellshortof

theirrevenuetargetclimbedfrom33%to42%(seeFigure

2).Theabilitytoadaptinrealtimetomarketconditionsiscriticaltomeetingthesegoals.GrowthisaCEOandboardissueVolatilityiswhatturnsthegapbetweenexpectationandresultsfromanuncomfortablestatisticinto

aboard-levelrisk.It’snotonlythatmarketsarechanging.Thepaceof

changeisalsoacceleratingand

compounding.Eighty-sevenpercentof

respondentssaytheirmarketsareevolvingfasterorsignificantlyfasterthantheydidinthepast(seeFigure3).Theypointtofiveprimaryforcesbehindthatacceleration:AIandautomation,geopoliticalshifts(includingtariffsandregulatorydevelopments),changesincustomerbuyingbehavior,newentrantsand

businessmodels,andsupplychainandcostpressure.Day-to-day,theirtopoperatingconcernismanaging

pricingpressure,followedbynavigatinguncertaintyandacquiringnewcustomers.Figure1:Across

sectors,respondents

expect2026

revenue

growthto

be1.2times

the2025level,but

hitting

the

mark

will

be

hard…

2026confidence

is

evenhigher,butdeliveringinavolatile

worldwillbechallengingPercentageofrespondents91%2025expected

vs.actualgrowthrevealedasignificant

executiongap…Percentageofrespondents86%Confidentcompanywould

achieve2025growthtargetMetorexceeded2025target

?

Sources:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)and

January2025

(n=1,263)Confidentcompanywillhit2026growthtargetBAIN

&

COMPANYActual202658%4Sources:Bain

Commercial

Excellence

Longitudinal

Survey,January2026(n=1,125);

Bain

Commercial

ExcellenceLongitudinal

Survey,January2025(n=1,263);Bain

Commercial

Excellence

Longitudinal

Survey,

January2024

(n=1,064)Figure3:86%percent

of

executives

see

markets

evolving

fasterB2B

Growth

Agenda2026Figure

2:Volatilityismakingitharderto

hit

revenuetargetsSources:Bain

Commercial

Excellence

Longitudinal

Survey,January2026(n=1,125)BAIN

&

COMPANY5B2B

Growth

Agenda2026Clearly,changeisheretostay.Uncertaintyisthenewcertainty,andorganizationsthatdon’tinternalize

thatwillfallbehind.ForCEOsandboards,theimplicationispractical:Planningcyclesandsalesmotions

designedforastableworldwillincreasinglyfail,notbecauseteamsaren’tworkinghardbutbecausethe

environmenthasmovedon.The

sector

viewAcrosssectors,volatilityisacommonfactor,butitdoesn’tlandthesamewayeverywhere.Pricingpressureanduncertaintyarerecurringthemes,butdifferentsectors“feel”

volatilitythroughdifferent

commercialpainpoints(seeFigure4).•Inhealthcare

andlifesciences,managingpricingpressuresstandsoutasthetop-ratedchallengeforpharmaceuticals,biotechnology,andmedtech,pairedwithuncertaintyandgrowthimperatives.PharmaceuticalcompaniesoperatingintheUS,forexample,aregrapplingwithpricingpressurefrom

policychangesandongoingscrutiny.Thesefactorswon’tabateinthenearterm,limitingtheextentto

whichpricingcanserveasadependablegrowthlever.•Infinancialservices,themixtiltstowarduncertaintyandthemechanicsof

modernizationandexecution:Revenuemodelsinbankingandinsurancearehighlysensitivetovariablesbeyondmanagement’scontrol,suchasinterestrates,currencies,andcreditcycles,soit’snotsurprisingthat

marketuncertaintyisatopconcern.Forinsurance,challengesaroundlong-tailriskexposurehelped

topushmarketuncertaintyintothetopthree.Banks,whichareincreasinglydependentonbetterclienttargetingandcross-sellingforrevenuegrowth,highlightsalesforceproductivityandgo-to-markettechnologymodernizationascritical.Atthesametime,legacyinfrastructureandfragmented

dataarchitecturesareconstrainingexecutionspeedandscalabilityacrossthesector.•Intechnology,media,

andtelecom,severalsubsectorsemphasizethefighttoretainexistingandwinnewcustomers.Softwareranksacquiringandengagingnewcustomersfirst,areflection,inpart,

of

howAI-poweredcapabilitiesareforcingtheindustrytochangefromtraditionalseat-basedsubscriptionstobetterproxiesforcustomervaluesuchasoutcome-basedmeasures.Bothinformationservicesandsoftwarehighlightretentionandpricingstrategy,andtechservices

combinesuncertainty,analyticsandAIeffectiveness,andcustomeracquisition.•Inadvancedmanufacturing

andservices,executionpressureisprominent,notsurprisingsincedemandinthesectoristypicallyproject-based,customized,andoperationallyconstrained.Aerospace

anddefenseandmachinerycompanies,withlongsalescycles,complextechnology,andwinsthatstronglyimpactrevenue,ranksalesforceproductivityfirst.Inlogisticsandtransport,exposuretofuel

costs,capacityimbalances,andgeopoliticaldisruptionexplainsthesector’sprioritizationof

market

uncertainty.Amongbuildingproductsandmaterialsrespondents,organizationalsilosbetweensales,

product,andsupplychainoperationsthatexacerbateinconsistencyinpricingandfulfillmentlikelyexplainwhysilosandexecutioncadencearetopchallenges.BAIN

&

COMPANY6Automotive

&

MobilityPricingpressuresUncertaintyNewcustomersGo-to-markettechnologiesSalesforceAnalytics,AI,ormachinelearningCustomerretentionPricingstrategiesMarketdisruptersOrganizationalsilosValuepropositionCommercialrhythmBudgetconstraintsConvertingleadsESG

goalsB2B

Growth

Agenda2026Figure4:Companiesacrosssectorsfacecommonchallengestogrowth,butthe

mostsignificantvariesbysector

TopchallengeSecond

ThirdAdvancedManufacturing&ServicesEnergy&

Natural

ResourcesNote:Ordered

by

sum

of

respondents

who

rated

as

one

of

their

top

challenges

for2026Source:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)BuildingProducts&MaterialsMachineryAgribusinessBAIN

&

COMPANYLogistics&

TransportPaper

&PackagingAerospace

&

DefenseChemicals7PricingpressuresUncertaintyNewcustomersGo-to-markettechnologiesSalesforceAnalytics,AI,or

machinelearningCustomerretentionPricingstrategiesMarketdisruptersOrganizationalsilosValuepropositionCommercialrhythmBudgetconstraintsConvertingleadsESGgoalsB2B

Growth

Agenda2026Figure4:Companiesacrosssectorsfacecommonchallengestogrowth,butthe

mostsignificantvariesbysector

TopchallengeSecond

ThirdNote:Ordered

by

sum

of

respondents

who

rated

as

one

of

their

top

challenges

for2026Source:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)Pharma&InformationTechBankingBiotech

Services

SoftwareServicesPaymentsInsuranceMedtechTelecomHardwareBAIN

&

COMPANYTechnology,Media,&TelecomHealthcare&

LifeSciencesFinancialServices8Thisiswheretheperformancegapbecomesstrategic.Evenamidtoday’svolatility,adistinctgroupof

companiesispullingaway.Thesewinners—definedascompaniesabovetheupperquartileof

revenue

growthfortheirsectorandregionin2025andexceedingtheirgrossmargintargets—aregrowing1.6timesfasterthantheaverage.Thesewinnerstreatdifferentiationasactivework.Theyseemaintainingadifferentiatedvalue

propositionasrequiringongoingreinvention—andrankitastheirtopcommercialchallenge.The

volatility-readycommercialagendaIf

volatilityistheclimate,theanswerisnotasingle“volatilityinitiative”

butratheracommercialsystem

thatcansense,decide,andactfaster—withoutlosingcoherence.Today’sB2BGrowthAgendafocusesonfourfundamentals,withAIasanaccelerant:1.Make

your

valuepropositionthedecisivefactor:Ensurerealdifferentiation,communicate

consistently,andrefineitbasedoncustomerneeds.2.

Capturethenextcustomer

withprecisioninpricing

andtargeting:Usebehavioralsignals,

next-buyintent,andpriceforcontextwhileorchestratingexecutionacrosssalesplays.B2B

Growth

Agenda2026Whatcompaniesaredoingaboutvolatility—andwhatleadersshould

donextInvolatileperiods,it’snaturaltopullthecostlever.Butif

costistheonlylever,volatilityturnsashort-

termfixintoalong-termslide.Leadersneedtoprotectwhatdrivesgrowth,evenastheyresetspending.Thatbalanceisshowingupincommercialplaybooks.Companiesaretighteningspendwhiledoubling

downongrowthmoves:sharpeningthevalueproposition,broadeningproductandserviceportfolios,

acceleratingnewoffers,andusingAI-driventoolsandanalyticstorespondtopricingpressurefaster(seeFigure5).Winners

treat

differentiation

as

active

work.They

see

maintaining

a

differentiated

value

propositionasrequiringongoingreinvention—andrankitastheir

top

commercial

challenge.BAIN

&

COMPANY9Note:SomeoptionswerenotapplicabletocertainsectorsSource:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)3.

Getthemostoutof

yourcommercialteams:Liftproductivitythroughtechnologyadoption,

clearermanagerroles,andtargetedcapabilitybuilding.4.

CenterAIonhow

yougotomarket:Redesigncriticalworkflowsend-to-end,buildscalable

dataandtechfoundations,mobilizeteamswithclearownership,andvalidateimpacttoensurerepeatablevaluecapture.Companiescan’tcontrolwhat’sdrivingvolatility,buttheycancontrolhowfast—andhowcoherently—theyrespond.Howquicklycompaniesturnmarketsignalsintopricing,coverage,andexecutiondecisions

willdeterminetheirdurableadvantages,nomatterwhatthemarketbrings.B2B

Growth

Agenda2026Figure5:Inperiodsofuncertainty,companiesfocusonbothtop-linegrowth

andcost-cuttingBAIN

&

COMPANY10Stall

GrowthMostcompaniesneedaclearervalueproposition,whichstartswithunderstanding

whotheyserveandwhytheybeatcompetitors.ByTylerBenedict,AndyPierce,BasmaAbdelMotaal,andLaurens-JanOlsthoornAtaGlance、

Companieswithaclear,consistentlyunderstoodvaluepropositiongrewabout1.6timesfaster

thantheaveragecompany.、

Only4%of

the

more

than1,000companies

we

surveyed

think

they

have

one.、Rapidlyevolvingmarketsdemandfocusedinnovation:Companieswithcustomer-tailored

offeringsgrownearlytwiceasfast.If

youask10executiveswhycustomersbuyfromthemvs.theircompetitors,you’llget5different

answers.Askwhotheofferingistrulydesignedfor,andyou’relikelytoseethepatternrepeat.Manycompaniesrespondtoslowinggrowthbypushingharderoncommercialexecution,bypullingthepricinglever,forexample.Butwhengrowthstalls,therootcauseisoftenupstream—namely,anunclear

valuepropositionthatforceseveryfunctionandeverysellertoimprovise.Avaluepropositionisn’tatagline.It’sanintegratedsetof

choicesabout:•whoanofferingisdesignedfor(thedesigntarget,includingthebuyingcommitteethatshapes

thedecision);UnclearValuePropositions11B2B

Growth

Agenda2026•whythatcustomerchoosesyouvs.alternatives(yourdifferentiationandproof);and•whatyoudeliver(thefulloffer,includingproductsandservices,customerexperience,

routetomarket,brand,andprice).Clarityonthevaluepropositioncreatesfocus.Clarityforcestrade-offsaboutwhereyouwillcompete,

whatyouwillnotdo,andwhatgoodlookslikeacrosstheenterprise.InarecentBainsurveyof

morethan1,000globalB2Bleaders,companieswithavaluepropositionthatis

bothclearandconsistentlyunderstoodgrewmateriallyfaster:19%revenuegrowthin2025comparedwith12%forcompanieswithlimitedorinconsistentlycommunicatedvaluepropositions(seeFigure1).Unfortunately,only4%of

companiessurveyedhadastrongvalueproposition.Figure1:Companieswithclear,consistentvaluepropositionsoutperformongrowthRevenuegrowthrelativetoaverage1.6x

1.24x1.04x0.98x0.76xMinimallyactivated.LimitedorinconsistentcommunicationofthevaluepropositionPartiallyactivated.Mixedor

unevenactivationacrosschannelsMostlyactivated.Broadlyconsistentwithminor

gapsacrosschannelsFullyactivated.Consistent,clear,andreinforcedvaluepropositionSource:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)BAIN

&

COMPANY12B2B

Growth

Agenda2026Companieswithoutclarityfitapattern:Innovationsfallflat,featuresaccumulatethatdon’tsolvecustomers’

problemsandthatcustomersarenotwillingtopayfor,andperformanceswingswidelyacross

sellersandregions.Theresult:lostcustomersandslowergrowth.Consideronetelecomproviderthattriedtorepurposeitsenterpriseservicesbundle(unchanged)forsmallbusinesscustomers.Smallbusinessesdidn’tneedhalf

of

whatwasincludedandwouldn’tpayforit,

makingmoretailoredcompetitorofferingsaneasychoice.Whenthecompanyresegmentedaroundbuyer

needs(notjustsize),ituncoveredinsightsthatthesalesteamusedtotailoroffers,anditregainedmomentum.TreatvaluepropositionasaCEO-andboard-leveltopicEvenwhentheycan’tnamethecause,executivesarefamiliarwiththesymptomsof

anunclear

valueproposition:•productlaunchesthatdon’tstandoutfromthecompetitionbecausetheproductwasn’tdesigned

fordifferentiation;•

sellersinventingthepropositiononthefly,leadingtoinconsistentwinrates;•

channelspendingthatdoesn’tconvertbecausetheofferisn’ttargeted;•productinvestmentmisallocatedtowardfeaturesthatcustomersdon’tvalue;•pricingdriftanddiscountingthatcontradictstheintendedposition;and•

internalfrictionacrossproduct,marketing,andsales.Topperformerstreatvaluepropositionasstrategy,notmessaging.Inoursurvey,companieswith

top-quartilerevenuegrowththatalsoexceededtheirownmargintargetsrankedvaluepropositiondifferentiationastheirNo.1challenge,andtheymanageditdeliberately.Meanwhile,laggards

underweighteddifferentiationortreateditasasalesexecutionissue.Winnersoutgrewlaggards25%to5%.ValuepropositionbelongsontheCEOandboardagendabecauseitdirectlygovernstwoof

the

hardeststrategicquestionsregardingresourceallocationandcompetitiveadvantage:•Resource

allocation:Wheretoinvest,whattobuild,whichbetstostop?•Competitive

advantage:Whatcanyoucrediblywinon,andhowdoyouproveit?Further,nearlyhalf

(49%)of

companiessaytheirbiggestvaluepropositionproblemsrelatetothe

coreproductorservice.That’sanexistentialissue,notacommunicationsone(seeFigure

2).BAIN

&

COMPANY13Source:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)Startwithwhoyousell

to

and

why

theybuyManycompaniesjumptothewhat—namely,features,bundles,andmessaging—beforealigningonthe

whoandthewhy.Inengineering-ledorganizations,thatcancreateyearsof

featureimprovementswith

limitedmarketpull.Whenresultsdisappoint,thefinger-pointingacrossproduct,marketing,andsales

canbecomecorrosive.Evenwhencompaniestrytodefinethewho,theyoftendefaulttostraightforwardfirmographiccharacteristicssuchascompanysizeorgeography.Butgrowthistypicallywon(orlost)onaddressing

needs,constraints,andbarrierstoswitching.Historically,needs-basedsegmentationcouldbedifficulttomaintain.Today,companiescanusericherinternalandexternalsignalstoidentifyneeds-basedsegmentsearlierandrefreshthemfaster.Thesecan

includeusagepatterns,customerfeedback,win/lossinsights,digitalbehavior,andmarketsignals.Some

B2Binnovatorsarealsoexperimentingwithsyntheticcustomerpanelstodesignproducts,createasales

pitch,optimizemessaging,andtraintheirfrontline.Thegoalisn’tnovelty;it’sspeedandprecisionindefiningthedesigntarget.Oncethewhoisclear,thenextquestionis:Whydobuyerspurchasemyproductsorservicesovercompetitors’

productsorservices?Leadershipteamsoftenfallbackonconvenience,distribution,orprice.

Thosecanmatterandoftenaretablestakes,buttheycanalsobeasurfaceexplanation.If

you’veneverseenshareshiftaftermatchingacompetitor’sprice,youdon’tyetknowwhetherpriceistrulydecisive.OthersPricingandcommercialmodeldonot

reflectdeliveredvalueCustomerexperienceisinconsistentacrosstouchpointsCompetitorscommunicatetheirvaluemoreeffectivelyMessagingandbranddonotclearlyconveyourdifferenceOurofferingdoesnotmeet

customerneedsbetterthancompetitorsInnovationpipelineistoolimitedtosustaindifferentiationProductorservicebenefitsarenotdistinctiveenoughB2B

Growth

Agenda2026Figure

2:WhereexecutivessaytheirvaluepropositionbreaksdownBiggestchallengestodifferentiatingvalueproposition,bypercentageofrespondentsPricingCustomerexperienceCommunications

andbrandCoreproduct/service

differentiation

1%

12%14%11%13%7%16%26%12%14%24%49%BAIN

&

COMPANY14B2B

Growth

Agenda2026Designtheofferasasystem,notasalistof

featuresWhencompaniesdofacethefactsonwhoandwhy,theyoftendiscoverthattheyneedtoadjustmore

thanmessaging.Therightanswermightinvolverethinkingthecoreproductorservice,reworkingthe

pricingorpromotionstrategy,updatingmessaging,orrebranding.Toreapfullbenefits,allof

thesefactorsneedtobeconsideredtogetherinanintegrated,cross-functionalway.WhoandwhyshouldbetheguidinglightforinnovationandR&Dteams,steeringwhattheyspendtheir

timedeveloping.Features,brands,pricing,messaging,andcustomerexperiencearen’tworthanything

if

theyaren’tproperlytargeted.Activate

the

value

proposition

through

commercial

teamsCommercialteamsdeliverthevaluepropositionthroughconversations,proposals,andnegotiations.Thatactivationmuststartupstreamwithacleardigitalpresenceandcommercialleadershipinvolved

instrategicchoices,including:•

wheretoplayandwherenottoplay;•

offerdesignandinnovationpriorities;and•

pricingstrategy.Thatisthenoperationalizeddownstreamwith:•

messagingthatsellerscanuseconfidently;•

frontlineenablement;and•

customerengagement.Whenthevaluepropositionisclear,sellerscanstopimprovisingandperformancebecomesmore

consistent.Makevaluepropositionsliving,notstaticWinningcompaniestreattheirvaluepropositionassomethingtoconstantlytestandrefine.Inoursurvey,40%of

revenueandmarginleadershaveaprocesstotracktheirvalueproposition’srelevanceandrefineitasneededcomparedwith26%of

laggards.Theheadof

productataglobalfinancial

servicescompanynotedthathercompanyoncerefreshedmarketleadingcreditcardvaluepropositionseverytwoyearsandnowdoessoeverysixmonths.AIisfurtheracceleratingthiswiththemostagileand

innovativecompaniesrefreshingthemeveryfewweeks,days,orevenhours.BAIN

&

COMPANY15Leadingcompaniesembedcustomerfeedbackloopsandcompetitorresponsesintotheirday-to-dayworkflows.Theyaresignificantlymorelikelytoemployadvancedresearchtechniquestomodelchoices,

simulatedemand,analyzewinsandlosses,andmore.AndtheyuseAIanddigitaltoolstoautomatetesting,behavioranalysis,real-timeoptimization,andeventorefinetheirvalueproposition

(seeFigure3).Figure3:

WinnersfrequentlyrefinetheirvaluepropositionanduseAI,customer

feedback,andprototypingtotestandrefineitB2B

Growth

Agenda2026Revisitingthevaluepropositionisn’tameasurementexercise.Donewell,itbringsfunctionstogether,reengagescustomers,andpressuretestsdifferentiationagainstcompetitors’

directions.Answerstobasic

questionssuchwhycustomersbuyfromusandnotourcompetitorscanbesurprising.Revisitingthevaluepropositionisn’tameasurementexercise.Source:Bain

Commercial

Excellence

Longitudinal

Survey,January2026

(n=1,125)BAIN

&

COMPANY16B2B

Growth

Agenda2026Where

to

start?Executiveswhowanttogetabetterhandleontheirvaluepropositioncanstartwiththreepracticalmoves:pickingoneofferandaligningonthebasics,testingandlearning,andmakingonesmallchange.•Pickoneofferand

alignonthebasics.Chooseanofferingindevelopmentoronethat’sstruggling.

Then,askyourleadershipteamthefollowingquestions.-Whoistheindividualdecisionmakerwearedesigningfor?-Whataretheirrawneedsorproblemsthatwearesolving?-Whywillthisdesigntargetdecisionmakerstochooseusoveralternatives?Measurethedivergenceintheanswersyoureceive,andpushtoaligntheleadershipteamaroundasharedanswerbackedupbydata.Then,usethattodiagnosewhere