A: Yes, CFOs should be highly engaged with the Enablement function if you manage to correlate Enablement activity (leading indicator) to sales productivity and sales velocity (lagging indicators). As soon as you're able to use metrics to showcase this correlation, the conversation with the CFO will be a simple one: "Invest in Enablement if you want these metrics to improve. Cut budgets if you want these metrics to decline."

A: "As in other studies we’ve done, this year’s enablement study found that sales process and sales methodology adoption rates above 75% resulted in above-average gains for revenue plan attainment, quota attainment, and win rates, with a big boost at adoption rates bigger than 90%." - CSO Insights 2019 Sales Enablement Report (page 32)

A: It depends on stakeholder overlap between these two areas. If there is little overlap, you'll want to use individual charters to create transparency and alignmenet across both stakeholder groups. If there is a lot of overlap, save yourself time and effort and combine both of them in one charter.

A: Be pragmatic here. I would recommend always having the charter ready in stakeholder alignment meetings as a reference point in case the scope increases or the direction changes. You can then pose questions like "Do we need to update the charter to reflect this discussion and do we need to revisit resourcing to achieve this?". I wouldn't recommend doing scheduled roadshows as these can be perceived as busy work, especially by stakeholders that haven't fully bought into enablement.

A: Please refer to slide 40 of the webinar slides.

A: It depends on the outcome of your initial analysis. Generally speaking it makes sense to prioritize initiatives that achieve the biggest impact with the least amount of effort. This could include multiple initiatives focused on the same building block. I never recommend focusing on more than three initiatives at once, no matter how well-resourced your team is.