The global enterprise pie is worth nearly US$500bn¹

Particularly in manufacturing, financial services and automotive, we are seeing spiraling demand for top executives in a range of domains. Enterprise-centric cloud, cybersecurity, data centers. AI analytics, IoT platforms and managed services. But as we’ll see, the complexity isn’t just technical.

Telcos such as AT&T and Verizon have already shifted gears. Telstra, Verizon and Swisscom have installed enterprise solutions not as joint ventures or in-house divisions, but as separate subsidiaries. The enterprise ecosystem is a fast-growing web of equity funds and cloud hyperscalers. Digital infrastructure providers. Device manufacturers and security companies.

T-Mobile US exemplifies the transition from consumer-centric mobile operator to high-margin enterprise connectivity provider. It has moved from the saturated, price‑competitive consumer wireless market to a differentiated enterprise offering anchored in edge computing, private‑network capabilities, and mission‑critical 5G services.

A natural extension of programmable networks, satellite powers customized solutions beyond terrestrial reach, serving sectors operating across distributed, mobile and mission-critical environments.² With cloud integration, API exposure, and software‑defined orchestration, it fits seamlessly into AI‑enabled enterprise architecture. Satellite boosts innovation, resilience, and margins. Here, too, T-Mobile US Satellite is a prime example.

Boards who focus on ‘what’s next’ are winning the enterprise race

Boards must ensure executive teams can lead transformation whilst meeting short-term infrastructure and financial targets. Medium-term, they must secure the successors to lead an enterprise organization: software-defined and AI-enabled.

These are all vital macro issues. But true enterprise transformation goes to the roots – fostering an innate ability to design distinctive, relevant, and robust solutions for demanding clients. Leaving the ‘one size fits all’ sales pitch for an unfamiliar landscape: consultative account management.

Moving from the ‘what’ to the ‘how’ - building a systemic innovation and BD culture

In the opening sentences of a sales meeting, enterprise clients expect account teams to proactively articulate their pain points and propose finely tuned solutions. That takes cutting-edge knowledge access, analysis and understanding. It is often missing.

1. Freeing up the management bottleneck

For true learning, tech (and AI) needs be handed to its users; ‘democratizing IT’ is a buzz phrase. But the real shift to enterprise transcends budget or toolset, even if creative engineers need tools to work and experiment with. It’s about mindset - an enabling culture enlivened by training, cross‑functional groups, collaboration with clients, pioneering solutions.

2. Organic engineering – human innovation in a digital world

The best organizations balance consistency and autonomy. First, they centrally harvest enterprise solutions from their furthest corners. Second, they allow teams to devise their own answers, co-creating with clients.

Yet, for solutions to ceaselessly emerge and evolve, these two perspectives must meet. It’s another organizational challenge. Digital interactions have amplified knowledge access. But, in the rush to replace physical with virtual discussion rooms, balls have been dropped: exploration, experimentation, and innovation.

3. Empowered task forces, building great collaboration spaces

How can we restore the equilibrium? Seduced by digital convenience, it’s easy to forget hard-won ‘analogue’ learnings. Some years ago, leadership advisory teams facilitated a joint task force representing two leading globals: a mobile device manufacturer and a mobile operator. Five new workstreams were mandated to design a ‘Value Creation Program’ - generating mutually beneficial business development ideas.

1. Product
2. Sales channels
3. IT infrastructure
4. Supply chain and operations
5. Business development.

Each organization appointed one person per area. Chaired by a socially skilled and watchful facilitator, the pairs met weekly to identify pain points and win-win opportunities. Physical interaction allowed nuances to be detected, concerns surfaced, subtle ideas captured, and social bonds built.

Next, each team presented ten value-quantified attention points to a joint steering group. Big cost savings, sales improvements and impact resulted: products, services, supply‑chain solutions. New collaborative capabilities were naturally forged, and grew over time and geographies.

4. ‘KYC’ – more intimately than ever

With fast-emerging new technologies come unique needs – many unmet. The B2B market is heterogeneous.³ Customer priorities and purchasing behaviours vary by industry, size, technology maturity, and geography. This calls for incisive (and prioritized) segmentation, targeting and positioning. Of course, customer needs are complex, wide-ranging, and fluid. To lead with fresh insights, account teams must combine first-hand knowledge of the client’s industry and the organization’s enterprise opportunities.

We have seen success with a sector-savvy account lead, individuals or teams with domain expertise, and an experienced commercial back officesupported by AI. If this formula is relevant in many industries, the amplitude of opportunity and change in enterprise is unique. Non-telco newcomers need solid onboarding and access to a constantly evolving knowledge base and software-defined solutions.

5. Attracting outstanding account leads

Consider enterprise opportunities in automotive: a strong tradition, a complex ecosystem, innovative (rapidly evolving) output. We help candidatestransfer their experience from producing beautiful vehicles to constructing exhilarating services. One way is to focus on outcomes. Enabling the future of an industry they love, based on technical infrastructure. Helping clients to optimize lead times or production. Growing new capabilities with AI-enabled analytics and telecom‑provided connectivity. The candidate doesn’t leave automotive, but supports it from the other side. Our task is to excite executives; showing what they’ll gain - and retain - in making their own transition to enterprise.

Systemic culture change – from toolset to mindset:

• Democratized technology and empowered engineers
• Cross‑functional collaboration and organic innovation spaces
• Sector‑savvy account leads supported by AI‑driven commercial back offices
• Deep client intimacy, incisive segmentation, freedom to flex and respond
• A culture that continuously harvests and scales enterprise solutions

It is on these frontlines that your enterprise strategy will stand or fall.

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^1,3 GSMA, (2025). ‘The telco culture pivot: adapting sales strategies to win in the enterprise.’

² Particularly energy, automotive, logistics, manufacturing, and public safety.