Common Pitfalls in U.S. Commercial Excellence Programs (and How to Avoid Them) 

Written by Thomas Flarup (CEO, HEIMDALL)

Introduction: Why Commercial Excellence Matters More Than Ever 

Commercial Excellence is more than a buzzword—it is the structured discipline of aligning strategy, operations, people, and technology to consistently deliver superior commercial outcomes. For organizations in technology, software, financial services, healthcare, and pharmaceuticals, Commercial Excellence has become a crucial differentiator in markets that are highly regulated, competitive, and fast-evolving. 

While U.S. companies are investing heavily in Commercial Excellence initiatives, many find themselves facing roadblocks. Programs stall, results underwhelm, or improvements are not sustainable. The issue is rarely lack of ambition—it is often about execution. At HEIMDALL – Commercial Excellence Partner, we have seen recurring pitfalls in U.S. markets and have developed approaches to help organizations avoid them. 

This article explores the most common mistakes in Commercial Excellence programs, why they happen, and how your organization can overcome them to unlock sustainable growth. 

Pitfall 1: Treating Commercial Excellence as a One-Time Project 

Many U.S. companies view Commercial Excellence as a temporary initiative instead of a long-term capability. They run a program, implement a few tools, and declare victory—only to find performance plateaus or declines after a few quarters. 

Why This Happens 

• Short-term focus: Pressure from shareholders and quarterly reporting cycles push leadership to expect immediate results. 

• Lack of continuous improvement mindset: Once sales processes are redefined, teams often stop innovating. 

The Solution 

• Embed Commercial Excellence as a core discipline. It should be treated like financial compliance or operational efficiency—always evolving. 

• Implement ongoing governance. Create a steering committee or dedicated office of Commercial Excellence to track performance over time. 

• Regularly refresh strategies. Markets change, and your approach should adapt accordingly. 

Pitfall 2: Overemphasis on Tools, Underinvestment in People 

Many organizations equate Commercial Excellence with technology deployment. CRM systems, AI-driven analytics, and sales enablement tools are critical, but they are not enough. Without skilled people and cultural alignment, tools will underdeliver. 

Why This Happens 

• Vendor-driven implementation: U.S. firms often adopt technology platforms pushed by vendors without aligning them with commercial strategy. 

• Neglect of training: Tools are introduced, but sales and service teams lack the capability to use them effectively. 

The Solution 

• Balance tools and talent. Invest equally in people development and cultural transformation. 

• Focus on adoption, not just deployment. Train, incentivize, and reinforce new behaviors. 

• Link technology to strategy. Ensure tools enable your unique value proposition, not generic processes. 

 

Pitfall 3: Fragmented Ownership and Lack of Accountability 

Commercial Excellence spans multiple functions: sales, marketing, product, finance, and customer success. Too often, U.S. firms fail to define clear ownership, leading to silos, finger-pointing, and inconsistent execution. 

Why This Happens 

• Matrix organizations: Large firms often have complex structures where no one “owns” commercial performance end-to-end. 

• Conflicting KPIs: Marketing may be rewarded for lead volume, sales for bookings, and customer success for retention—with no unified measure of excellence. 

The Solution 

• Establish cross-functional ownership. Create a Commercial Excellence leader or board-level sponsor. 

• Unify metrics. Align KPIs across departments so that success is measured consistently. 

• Drive accountability. Use data transparency and dashboards to show who is responsible for what. 

Pitfall 4: Ignoring Local Nuances in U.S. Markets 

The U.S. is a vast and diverse market, but many companies treat it as a monolith. A “one-size-fits-all” approach to pricing, sales channels, or customer engagement often fails. 

Why This Happens 

• Over-centralization: Global headquarters impose strategies without adapting to regional realities. 

• Underestimating diversity: Differences in customer behavior across industries, states, and segments are overlooked. 

The Solution 

• Localize go-to-market strategies. Tailor sales approaches to regions, sectors, and buyer personas. 

• Empower field teams. Give local leaders authority to adapt within a framework of overall strategy. 

• Continuously gather insights. Use data analytics to capture and respond to regional trends. 

 

Pitfall 5: Misalignment Between Strategy and Execution 

A flawless strategy document is worthless if execution is inconsistent. Many U.S. companies invest in high-level planning but fail to translate strategy into day-to-day activities. 

Why This Happens 

• Disconnect between leadership and field teams. Executives define priorities, but middle managers and frontline employees struggle to operationalize them. 

• Lack of structured execution planning. Companies underestimate the complexity of embedding new processes. 

The Solution 

• Bridge the strategy-execution gap. Use structured frameworks and roadmaps that connect vision with concrete actions. 

• Prioritize change management. Communicate clearly, engage teams early, and reinforce new ways of working. 

• Monitor progress continuously. Use performance dashboards to track alignment. 

Pitfall 6: Focusing Only on Sales, Neglecting the Entire Commercial Engine 

Commercial Excellence is not just sales effectiveness. It spans marketing, pricing, customer experience, and service. Too often, programs focus exclusively on the sales force and miss opportunities in other functions. 

Why This Happens 

• Sales-driven culture: In many U.S. firms, sales is the most visible lever for revenue growth. 

• Undervaluing marketing and customer success. These functions are seen as support, not drivers of growth. 

The Solution 

• Adopt a holistic view. Look at the entire customer journey—from awareness to renewal. 

• Integrate commercial functions. Align marketing, sales, and service around shared goals. 

• Leverage data end-to-end. Connect insights across touchpoints to drive smarter decisions. 

 

Pitfall 7: Lack of Scalability and Repeatability 

Some programs deliver initial success but fail to scale across business units, regions, or product lines. Excellence becomes isolated instead of institutionalized. 

Why This Happens 

• Pilot projects without roll-out plans. Initiatives succeed in a test market but never expand. 

• Over-reliance on champions. Success depends on a few motivated individuals, not systemic processes. 

The Solution 

• Design for scalability. Build frameworks and playbooks from the start. 

• Standardize best practices. Capture what works and replicate it across the organization. 

• Invest in enablement infrastructure. Provide platforms and teams dedicated to scaling excellence. 

Pitfall 8: Failure to Measure What Matters 

Commercial Excellence requires rigorous measurement. Many U.S. firms track too many metrics, the wrong metrics, or fail to link KPIs to business outcomes. 

Why This Happens 

• Data overload. Teams drown in dashboards without clarity on which metrics drive success. 

• Lagging indicators. Too much focus on revenue instead of leading metrics like pipeline health or customer engagement. 

The Solution 

• Prioritize meaningful KPIs. Focus on metrics that predict growth and reflect true commercial excellence. 

• Balance leading and lagging indicators. Use both to anticipate challenges and measure results. 

• Continuously refine. Regularly reassess KPIs to ensure they align with strategy. 

The HEIMDALL Approach: Partnering for True Commercial Excellence 

At HEIMDALL, we help organizations avoid these pitfalls by delivering tailored Commercial Excellence solutions across industries and geographies. Our four delivery models ensure flexibility and impact: 

1. Consulting and Strategy Creation – Designing strategies that align vision, operations, and execution. 

2. Complete End-to-End Solutions – Taking ownership of the entire transformation journey. 

3. Management and Planning – Ensuring strong governance, roadmaps, and tracking mechanisms. 

4. Staffing and Implementation – Embedding skilled professionals to drive execution on the ground. 

Our focus is evergreen: building Commercial Excellence capabilities that remain relevant, adaptive, and value-driven—long after initial programs end. 

 

Conclusion: Turning Pitfalls into Opportunities 

Commercial Excellence is the foundation of sustainable growth in complex, competitive industries. The pitfalls faced by U.S. firms are common but avoidable with the right approach. By embedding excellence as a long-term discipline, aligning tools with people, unifying ownership, and focusing on execution, your organization can build a truly world-class commercial engine. 

At HEIMDALL – Commercial Excellence Partner, we specialize in helping companies across technology, financial services, healthcare, and beyond achieve lasting success. 

Book a consultation today to review your Commercial Excellence program and discover how to unlock its full potential. 

 

Contact HEIMDALL – Commercial Excellence Partner 

Written by Thomas Flarup (CEO, HEIMDALL)