You’re feeling it too. The pressure to scale is rising across B2B, but the resources to do so rarely rise with it. What we’re seeing across our enterprise clients is a widening gap between growth expectations and the operational reality inside lean marketing teams. It shows up most visibly in CRO and MarTech, where the demand for speed, sophistication, and proof of impact grows faster than the capacity to deliver.
One of the biggest lessons we’ve learnt is that scaling isn’t blocked by budget as often as people assume. It’s blocked by prioritization. When we’ve run programmes with enterprise tech clients, the pattern is consistent: the teams that scale efficiently are executing the right things at the right time. As Tobias La Cour from Somebody Digital explains, “The teams that scale best aren’t the most resourced. They’re the most prioritized.”
The constraints are familiar. Specialized CRO and MarTech talent is scarce. Budgets are pulled between product, demand gen, enablement, brand, and tooling. Timelines accelerate while experimentation windows shrink. And when data quality lags or systems stay siloed, every decision becomes a guess. The more the stack grows, the more fragmented the picture becomes.
What we see consistently across global clients is that they’re using prioritization frameworks designed for high-volume, low complexity environments. They don’t translate neatly to enterprise software, where buying cycles are long, traffic is concentrated, and value is unevenly distributed across accounts. That’s why we adapt frameworks like ICE, RICE, PIE, and custom impact or effort models to reflect enterprise realities. When scoring impact, we anchor it in revenue potential, not vanity metrics. When assessing reach, we map to priority segments and buying committees. And when evaluating ease, we look at integration complexity across a global, multi-language tech stack.
One of the clearest signals we use inside our Test What Matters framework is confidence. Not theoretical confidence, but confidence grounded in analytics that are actually set up correctly. It drives what data we collect, what blocked funnels we focus on, and where optimization effort will compound fastest. Michael McCann at Somebody Digital puts it simply: “CRO only compounds when you focus on what matters, not everything you could test.”
When we apply this to CRO programmes, the first moves usually aren’t dramatic. They’re the high-impact, low effort wins buried in form flows, demo paths, and UX gaps everyone already knows exist. The bigger bets come next, but only when the fundamentals show lift.
A similar pattern emerges in MarTech. What we see inside enterprise companies is less a tooling problem and more an integration problem. Teams buy new tools before optimising what they already have. They add functionality without cleaning the underlying systems. The stack grows, but the value doesn’t.
Stephanie Walters from Somebody Digital explains it this way: “Better MarTech doesn’t come from adding tools. It comes from improving the ones you already have.” The companies that scale with fewer resources follow a different sequence. They audit for redundancy, integrate before they buy, and prioritize implementations that directly support revenue programmes. Lead scoring that improves routing. Personalization that supports ABM. Automation that strengthens nurture. Small changes that create compounding impact.
The evolution we’re building for at Somebody Digital is a roadmap model that connects prioritised CRO and MarTech initiatives into a single, scalable sequence. It accounts for dev dependencies, cross-functional inputs, and realistic resource availability. It’s not about doing everything. It’s about sequencing what matters, so teams stop overloading capacity and start seeing compounding performance, regardless of market pressure.
Below is a simple reference point we use internally when aligning stakeholders:
Anchor scoring criteria in revenue impact, strategic alignment, and actual resource availability.
When we’ve deployed this with enterprise SaaS and software clients, the outcome is the same: more lift from fewer initiatives. It’s why we’ve been recognized as a global digital marketing agency operating in 16 languages, with a focus on efficiency that holds up under scrutiny.
If you want to see this in action, explore our Authority Engine framework, or our Test What Matters approach to CRO, or how we build global roadmaps that scale efficiently.
Look for redundancy, low adoption, and integrations that block reporting or automation. These are the most common signals we see in tech companies.
We adapt ICE or RICE for most enterprise clients, but the model matters less than defining scoring criteria clearly and reviewing them often.
Shift scoring from traffic to strategic importance. Many B2B teams get more lift from improving high-value paths than optimizing high-volume pages.
Anchor every tool to a revenue programme. If it doesn’t improve routing, scoring, attribution, personalisation, or automation, it’s a candidate for removal.
Overcommitting. They try to improve everything at once instead of sequencing the initiatives that will compound.
