AI and GTM strategy: Why “better” beats “more” for evolving commercial teams
AI is reshaping how organizations think about go-to-market
Tools are smarter. Content is easier to produce. Execution feels faster than ever.
But for many teams, something’s still off.
Growth is sluggish. Sales cycles feel stuck. Content isn’t landing. Leaders keep asking for more—but what they really need is better.
Because that’s the trap: when performance plateaus, many companies start adding. More tools. More messaging. More campaigns. More enablement.
It feels like progress. But often, it’s just motion—without momentum.
The most effective GTM leaders are starting to realize that the answer isn’t more. It’s better execution of the right strategy—with the right people, at the right moments.
That simple shift in thinking changes everything.
The illusion of progress: When “more” feels like a solution
The allure of AI is that it removes friction. It gives teams the ability to move fast and produce at scale. That’s a gift—but also a risk.
When growth slows, it’s tempting to flood the system with content and activity. New talk tracks. New sequences. New assets. More volume, more reach, more automation.
But if the fundamentals aren’t sound, you’re just amplifying misalignment.
Without a clear GTM strategy at the center, that content doesn’t connect. Sellers don’t know how to use it. Customers don’t know what to do with it. And suddenly your teams are working harder—but not driving real results.
Better is about focus—not flash
The most mature GTM teams aren’t chasing complexity. They’re pursuing clarity.
They start by asking sharper questions:
- What do our top sellers already do well—and how do we scale that behavior?
- Where are we falling short in executing on our strategy?
- What’s the one thing we need to get right before we try to scale?
These questions drive focus. And that focus turns strategy from theory into traction.
When enablement and marketing efforts ladder up to a shared GTM playbook, capability building becomes a multiplier—not an afterthought. It’s not about equipping people with more—it’s about helping them execute what matters most.
AI doesn’t replace alignment—it accelerates it.
AI should enhance execution, not distract from it
Used well, it can help teams personalize outreach, generate insights, and build assets faster. But AI doesn’t tell you what to say, who to target, or why your message matters. That still requires a well-defined GTM strategy, strong customer understanding, and aligned messaging.
And most importantly, it requires talent that’s equipped to bring it all to life.
AI won’t fix a disconnected team or a fragmented customer experience. It will just help you scale the wrong things faster—unless your foundation is strong.
Don’t scale what you haven’t nailed
Before you double down on more, ask yourself: have we nailed the fundamentals?
- Do our sellers understand the buyer’s real problems?
- Is our messaging consistent, clear, and rooted in our value proposition?
- Are our commercial teams aligned around shared motions and moments?
If the answer is “not yet,” then adding more tools or content won’t move the needle. In fact, it might make things worse—by creating clutter, confusion, and competing signals in the field.
The real leverage comes when you pause and invest in better execution. That’s what makes strategy stick.
The risk of “more”
- Misalignment between strategy and execution
- Content that’s produced, but not used
- A GTM engine that’s busy, but not effective
The upside of “better”
- Teams focused on the right moments that matter
- Capability building that drives real business outcomes
- A GTM motion that feels clear, confident, and connected
Where to go from here
AI is not going away—and it shouldn’t. But it’s time to get intentional about how you use it. Not to create more noise, but to sharpen your signal.
That starts with strategy. With execution. With talent.
And most of all—with clarity.
Because in a world of infinite GTM choices, better is your competitive edge. It’s what separates teams that deliver impact from teams that deliver volume.
So don’t start with more. Start with better.
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From top-down to judgment all around: The AI imperative for organizations
Each business revolution has reshaped not only how businesses operate, but how they organize themselves and empower their people. From the industrial age to the information era, and now into the age of artificial intelligence, technology has always brought with it a reconfiguration of authority, capability, and judgment.
In the 19th century, industrialization centralized work and knowledge. The factory system required hierarchical structures where strategy, information, and decision-making were concentrated at the top. Managers at the apex made tradeoffs for the greater good of the enterprise because they were the only ones with access to the full picture.
Then came the information economy. With it came the distribution of information and a need for more agile, team-based structures. Cross-functional collaboration and customer proximity became competitive necessities. Organizations flattened, experimented with matrix models, and pushed decision-making closer to where problems were being solved. What had once been the purview of a select few, judgment, strategic tradeoffs, and insight became expected competencies for managers and team leads across the enterprise.
Now, AI is changing the game again. But this time, it’s not just about access to data. It’s about access to intelligence.
Generative AI democratizes access not only to information, but to intelligent output. That shifts the burden for humans from producing insights to evaluating them. Judgment, which was long the domain of a few executives, must now become a baseline competency for the many across the organization.
But here’s the paradox: while AI extends our capacity for intelligence, discernment, the human ability to weigh context, values, and consequence, is still best left in the hands of human leaders. As organizations begin to automate early-career work, they may inadvertently erase the very pathways and opportunities by which judgment was built.
Why judgment matters more than ever
Deloitte’s 2023 Human Capital Trends survey found that 85% of leaders believe independent decision-making is more important than ever, but only 26% say they’re ready to support it. That shortfall threatens to neutralize the very productivity gains AI promises.
If employees can’t question, challenge, or contextualize AI’s output, then intelligent tools become dangerous shortcuts. The organization stalls, not from a lack of answers, but from a lack of sense-making.
What organizations must do
To stay competitive, organizations must shift from simply adopting AI to designing AI-aware ways of working:
- Build new learning paths for judgment development. As AI replaces easily systematized tasks, companies must replace lost learning experiences with mentorship, simulations, and intentional development planning.
- Design workflows that require human input. Treat AI as a co-pilot, not an autopilot. Embed review checkpoints and tradeoff discussions. Just as innovation processes have stage gates, so should AI analyses.
- Make judgment measurable. Assess and develop decision-making under ambiguity from entry-level roles onward. Research shows the best learning strategy for this is high-fidelity simulations.
- Start earlier. Leadership development must begin far earlier in career paths, because judgment, not just knowledge, is the new differentiator.
What’s emerging is not just a flatter hierarchy, but a more distributed sense of judgment responsibility. To thrive, organizations must prepare their people not to outthink AI, but to out-judge it.
BTS acquires Nexo to strengthen its position in Brazil and Latin America
P R E S S R E L E A S E
Stockholm, May 5, 2025
STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Nexo Pesquisa e Consultoria Ltda., Nexo, a boutique consulting firm headquartered in São Paulo, Brazil.
Nexo has been growing continuously since it was founded in 2017. With revenues of approximately 12 million Brazilian Reales (approx. 2.1 million USD) in 2024, and a highly capable team of 21 members, Nexo has built a strong reputation for delivering transformative projects in strategy, innovation, leadership, and culture.
Nexo collaborates with a great portfolio of clients across sectors such as financial services, consumer goods, and technology, assisting both local and global companies in navigating uncertainty, unlocking creativity, and activating strategy through people. Their work encompasses culture transformation, leadership development, employer value proposition, innovation culture, and vision alignment – supported by proprietary methodologies and frameworks.
BTS currently operates in Brazil servicing both local and multinational clients with a team of 13 employees. By acquiring Nexo, BTS not only increases the Group’s footprint in Brazil but also adds significant capabilities in culture and transformation services. Nexo’s client base has limited overlap with BTS, creating strong growth potential and synergy opportunities.
“Nexo is known for helping leaders and organizations tackle some of the most complex, human-centered challenges with creativity, empathy, and strategic clarity and the Nexo team is loved by their clients,” says Philios Andreou, Deputy CEO of BTS Group and President of the Other Markets Unit. “Their products and services complement and elevate our existing offerings, especially in culture transformation, and we are thrilled to welcome the Nexo team to BTS.”
“We’re excited to join BTS. We’ve long admired BTS’s approach and unique portfolio to support large organizations and leaders in connecting strategy with culture across the organization,” says Andreas Auerbach, co founder of Nexo. “Becoming part of BTS, allows us to scale our impact and bring more value to our clients while staying true to our values and culture,” adds Mariana Lage Andrade, co-founder of Nexo.
Upon completion of the transaction, Nexo’s business and organization will merge with BTS Brazil. Nexo’s founders will assume senior management roles in the joint operation.
The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2026 and 2028, provided Nexo meets specific performance targets. A limited portion of any such additional purchase price considerations will be paid in newly issued BTS shares. The transaction is effective immediately.
BTS’s acquisition strategy continues to focus on broadening our service portfolio, expanding our geographic reach, and enhancing our capabilities to support future organic growth in a fragmented market.
For more information, please contact:
Philios Andreou
Deputy CEO
BTS Group AB
philios.andreou@bts.com
Michael Wallin
Head of investor relations
BTS Group AB
michael.wallin@bts.com
+46-8-587 070 02
+46-708-78 80 19
High-performing teaming
Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.
When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.