Enablement
Who owns sales enablement ?
By John Rivers — On June 26, 2025
Sales enablement has evolved from a support function into a strategic growth driver. Today, it plays a critical role in empowering revenue teams to streamline workflows, improve buyer engagement, and achieve revenue goals.
And as organizations continue to deepen their investment in enablement, they need to answer a key question: Who should own it?
Getting this right can dramatically impact the performance of your go-to-market teams. That’s why clarifying ownership is essential to your enablement strategy, whether you’re building your first enablement program or optimizing a fully mature program.
In this blog, we’ll explore the three most common sales enablement ownership approaches — Marketing, Sales, and Enablement — breaking down the strengths, challenges, and best use cases for each.
Let’s dive in.
Should marketing own sales enablement?
Marketing is a natural starting point for enablement ownership. After all, they create the content that supports buyer conversations — from pitch decks and case studies to solution overviews and email templates.
For early-stage enablement programs, marketing ownership brings structure, content expertise, and visibility into messaging performance. It’s most effective when the focus is on improving content findability, supporting brand consistency, and creating more buyer journey alignment.
Strengths:
• Ensures message alignment across campaigns, content, and sales tools
• Enhances measurement of content ROI, usage, and engagement
• Reduces friction in content creation and maintenance
Challenges:
• Lacks proximity to sales workflows and frontline challenges
• Risks prioritizing content metrics over sales outcomes
Best fit: Organizations aiming to streamline content operations and improve marketing-sales alignment.
Should sales own sales enablement?
When Sales owns enablement, the focus shifts to pipeline acceleration and seller productivity. Leaders in this model prioritize onboarding, training, and playbook adoption — all with the goal of improving quota attainment and shortening sales cycles.
Sales-led enablement often drives high program adoption because it aligns tightly with day-to-day seller needs. It can also accelerate change management when launching new tools, processes, or methodologies.
Strengths:
• Aligns initiatives directly to revenue metrics
• Encourages frontline ownership of learning and improvement
• Builds a culture of accountability and performance
Challenges:
• Lacks formal content governance or strategic structure
• Creates silos without collaboration from marketing and enablement specialists
Best fit: Organizations focused on sales efficiency and execution.
Should enablement own sales enablement?
When Enablement owns the sales enablement function, it becomes the main driver of seller readiness — aligning teams, tools, and training to deliver consistent, measurable impact.
Acting as a strategic partner to Sales and Marketing, the team oversees the people, processes, and platforms that power performance across the revenue engine.
An enablement-owned model supports long-term scalability. It’s well-suited for organizations with complex buying journeys, multiple GTM teams, or a need to standardize execution globally.
Strengths:
• Provides holistic oversight across content, training, coaching, and measurement
• Enables cross-functional collaboration and alignment
• Improves adaptability by monitoring engagement and optimizing in real time
Challenges:
• Requires organizational buy-in and resource investment
• Risks roles overlapping without clearly defined responsibilities
Best fit: Businesses focused on consistent execution, behavior change, and measurable impact.
Why enablement ownership matters
Ownership isn’t just a governance question — it’s a strategic one. Ownership of sales enablement defines not only who sets the vision, but also how teams collaborate, tools are selected, and outcomes are measured.
And as the function evolves into broader revenue enablement, ownership plays an even more critical role in aligning teams across the full customer lifecycle.
When ownership is clear:
• Sales and marketing align around shared goals
• Content and training are consistent and relevant
• Programs are agile, data-driven, and built for scale
When it’s unclear, enablement often becomes reactive, fragmented, or disconnected from business priorities.
How to clarify ownership and implement enablement successfully
Getting clear on sales enablement roles, responsibilities, and measurement creates the foundation for a scalable, high-impact sales enablement strategy.
To do so, start by defining:
• The current mandate for enablement
• Who owns what across content, coaching, and change management
• How outcomes are measured, and by whom
Then, take a structured approach to implementation by:
• Establishing clear sales enablement roles and KPIs across Marketing, Sales, and Enablement teams
• Using technology to centralize workflows, content, and coaching
• Aligning enablement and sales operations to eliminate redundancy and improve visibility
• Creating a governance model for training and content usage
• Tracking outcomes like onboarding speed, rep productivity, and content effectiveness
Support your enablement journey with Seismic
Wherever you are on your enablement journey, having the right structure in place makes all the difference. Seismic provides the flexibility to support any ownership model, with a unified platform that empowers customer-facing teams to maximize buyer interactions and strengthen client relationships.
If you're ready to bring clarity and structure to your enablement strategy to achieve your revenue goals, let us show you what’s possible with Seismic. Book your demo today.