If your acquisition engine is burning more cash than it brings back in revenue, you’re not alone.

Across B2B markets, companies are pouring record sums into campaigns, ads, SDR teams, and martech stacks: yet seeing diminishing returns. Pipelines look healthy on paper, but deeper down, they’re quietly leaking value.

Budgets are tight, scrutiny is high, and every purchase must prove its financial worth. Yet too many sellers still lead with cool tech, product demos and feature promises instead of business outcomes and ROI.

To win a CFO’s approval, you must move beyond show and tell, to outcomes and proof—translating your value into measurable business impact and financial confidence.

When growth stalls, many blame the market. But according to a new Customer Revenue Leadership Study, the real story is not market turbulence – it’s execution.

The research reveals that while macroeconomic conditions have stabilized, performance hasn’t rebounded. Revenue growth now depends less on headcount or spend – and far more on how well teams create, communicate, and sustain customer value. In short: your value engine is your growth engine.

In our earlier piece, The AI Value Drought: Rethinking ROI and Outcomes, we argued that the problem with AI isn’t a lack of ambition – it’s a lack of realized value. Many organizations have experimented with pilots, prototypes, and proofs of concept, only to see returns evaporate before they scale.

Cisco’s 2025 AI Readiness Index, surveying more than 8,000 business and IT leaders across 30 markets, now confirms that readiness – not experimentation – is the differentiator between hype and harvest.

As we round the corner from the end of 2025 into 2026, a complicated picture for value consulting and engineering groups and roles emerges. While business development and customer success are showing continued hiring growth, value teams remain under pressure. This is a guide to not just survive, but thrive into 2026 and beyond.

Why do so many deals stall out, end in discounting, or lead to customer regret?”
Because too often, companies lead with features instead of value. In today’s Outcome Economy, buyers demand proof of impact.

That’s why we built the Value-Led Growth Method — a way to embed value into every part of your go-to-market strategy. Checkout why this is so essential, and how to accomplish.

The Outcome Economy is not just a pricing innovation. It’s a transformation in how technology companies grow, compete, and serve.
Vendors that embrace it will win deeper trust, stronger partnerships, and more resilient revenue streams. Those that don’t risk being left behind in a market where customers are no longer content to pay for access.
This article discusses why the Outcome Economy is so important to grasp, and how to capture the opportunity it will provide.

When the Business Value Collective gathered for our latest Jam Session (Q3 2025), the title alone sparked curiosity: “AI Killed the Value Superstar?” A playful nod to the Buggles’ famous song played non-stop at the official launch of MTV, but with a serious undertone. Was AI about to make value professionals obsolete, or like the era of the music video, would it create an opportunity for a new kind of superstar to emerge? What followed was an honest, collaborative exploration of what AI means for our work as value leaders, consultants, and engineers.

Today’s buyer demands more than product pitches — they expect sellers and success teams to understand their business, quantify outcomes, and provide confidence in their decisions. As a result, Value Consulting and Value Engineering have become critical disciplines for modern go-to-market organizations. AI is accelerating this – and this article discusses how and how much.

As B2B revenue teams prepare for the year ahead, one decision will define success more than any other: whether your Sales Kickoff (SKO) is just another motivational event, or the launchpad for a value-based growth strategy that can sustain results throughout the year.

AI promises transformation, but many organizations are finding the returns harder to capture than expected.

In this article, we explore why the ‘AI value drought’ is forcing customers to rethink ROI—and how solution providers can help turn potential into measurable outcomes.

In today’s boardroom, CIOs are being asked a different kind of question. No longer is the focus on how many projects have been delivered or what new tools have gone live. Instead, the spotlight is on a tougher, sharper measure: What value has IT created for the business?

In this article, we review three ways CIOs want solution provider help in making this shift.