Enablement, Execution, Value Creation: The Trifecta of Channel Growth

First things first: Channel leads must make sure their teams have the tools and resources they need to succeed.

We’re more than one-third of the way through the year. How was your Q1? It may not have gone entirely to plan — a reality many leaders are navigating right now. The past few months have tested even the most resilient teams and organizations, as shifting global dynamics continue to pressure forecasts and priorities.

For channel professionals, the current landscape may be stressful for several reasons. Tariffs strain supply chains to their limits, raise prices, and put immense pressure on any technology company with a global manufacturing presence — all of which complicates pricing models and workflows.

Tariffs also throw a wrench into existing initiatives. For example, the planned 2025 sunset of Windows 10 is catalyzing a big wave of hardware and software upgrades — a major undertaking and revenue driver for channel teams. Now, buyer budgets are squeezed due to higher prices and economic volatility, leaving many businesses second-guessing their revenue forecasts.

And then there’s the looming uncertainty itself, which threatens both business planning and team morale.

In light of disruptions driven by external variables, what leaders cando is make clear decisions with the information at hand and focus on what’s within their control; specifically, their business’ preparedness, strategy and execution. To position themselves well for the road ahead, leaders might consider conducting a strategic assessment of three core areas: execution, enablement and value creation.

Enablement

First things first: Channel leads must make sure their teams have the tools and resources they need to succeed. Beyond internal performance standards, best practices and training materials, channel teams need access to external resources from the technology solution vendors they represent.

These resources will vary depending on the specific solutions and scope of the relationship, but might include branding support, targeted marketing strategies, and even lead generation campaigns — anything to empower channel professionals and help them support and accelerate user adoption.

If VARs, MSPs and SIs feel they aren’t making the impact they could, it may be a sign that they need more (or better) enablement resources from the vendor. Vendors should provide continuous access to sales, marketing and customer success materials. If they don’t provide that tangible buy-in, channel teams can’t serve as true brand advocates.

To formalize processes and keep teams organized, leaders might consider working with vendors to establish delivery excellence frameworks. These reference materials – defining key user personas, articulating product differentiators, and offering solutions to anticipated challenges – should be updated regularly by both parties to ensure mutual success.

In many ways, recalibrating channel teams’ enablement is going back to basics: "What information does my team need to do the job assigned? What blind spots exist? What customer pain points can we alleviate?"Revisiting the answers to these questions will help energize channel organizations and realign their momentum toward success.

True enablement is a two-way street. Channel partners need access to resources, and vendors need to create space for feedback on what’s missing or not working. Mutual accountability is what turns enablement into execution.

Execution

If enablement is charting a course forward, then execution is hitting the road. Even the best-laid plans won’t guarantee a smooth trip; sometimes you hit detours or potholes that force you from your intended path. In moments of uncertainty, leadership isn’t about sticking to the script — it’s about helping teams adapt, collaborate and respond with both timeliness and intent.

If something isn’t working as intended – maybe a solution isn’t generating the anticipated traction, or users are reporting a lot of bugs – vendors and MSPs need to work together in real time to get back on track.

It’s imperative that channel teams have a streamlined communications pipeline to receive and share this feedback, but that’s not all — they need to feel empowered to make expert assessments and share these sometimes hard truths. Vendors, for their part, must welcome candid feedback with the gravitas it deserves. Whether next steps involve iteration from product, marketing or customer success teams, they should treat channel insights like the invaluable resource they are.

The best channel/vendor partnerships are built on collaboration. To optimize their ability to execute, channel leaders should try to identify weak spots or pressure points in their relationship with vendors; then, they can strengthen connections and (re)build trust. The stronger the relationship, the better channel teams can tackle challenges as they arise.

Value Creation

In many ways, channel professionals are vendors’ field representatives. So much of their role is ultimately about adding valueat every opportunity. They don’t just point customers to products and wish them luck; they work diligently to understand pain points, discuss short- and long-term goals, and learn about the users whose day-to-day lives will be shaped by new technology. This process isn’t quick and easy — it takes time, effort, and a thoughtful, holistic approach.

As we’ve discussed, enablement and execution are must-haves for value creation. But another key aspect is internal workflows and resources. If channel teams are feeling burned out or don’t have the bandwidth to build and nurture deep relationships with customers, leaders need to assess whether team capacity and role clarity are enabling value delivery — or limiting it.

When capacity is stretched too thin, depth of impact suffers. Too many accounts can dilute value, while too few may underutilize a team’s potential. There’s a balance to be struck here — one that requires continuous fine-tuning. As leaders conduct their midyear check-ins, they should spend time reassessing their team’s ability to create value and course-correct as necessary.

One Step at a Time

This time of year is a natural moment to reset. Use it to reassess channel momentum, realign focus areas and re-energize teams around what matters most. The scope of this undertaking will, of course, vary depending on each organization. What’s most important is having the courage and drive to simply get started.

A phased approach will support realistic goal-setting and help teams scale their impact over time. A purpose-driven channel strategy can help teams rise above disruption and lead with confidence in Q2 and beyond.

The channel is no longer a transactional model — it’s a growth engine. And growth happens when we enable our teams, execute with discipline and create lasting value together.