Most people talk about AI.
Very few change their system.
New tools.
More automation.
Greater efficiency.
And yet, the impact remains limited.
The issue is not that AI fails to work.
It encounters systems that were never designed for it.
What is really changing
AI changes more than processes.
It changes how organisations can function.
And some companies already understand this.
Three companies that understand it
Example 1: Spotify
Spotify works with so-called “pods”: small, autonomous, cross-functional teams with clear ownership of an objective.
Decisions emerge where the data is generated.
Close to users,
rather than only at the top.
Example 2: Haier
Haier is particularly interesting because it is not a traditional technology company.
It radically redesigned its organisation:
- Thousands of micro-enterprises: small entrepreneurial units
- Direct responsibility for customer value
- Very little conventional hierarchy
The shift:
- Employees become more than “roles” and form accountable units connected to the market
Example 3: Toyota
For decades, Toyota has used principles that are becoming highly relevant again today:
- Continuous feedback from production
- Decisions close to where value is created
- Clear responsibilities within the system
What is new: This approach is now being applied to revenue systems.
What these companies have in common
Their tools differ.
Their industries differ.
What connects them: Decisions are made close to reality.
- Close to customers
- Based on data
- Across functions
The real shift: From functions to pods
The traditional model:
- Marketing generates leads
- Sales closes deals
- Customer Success looks after customers
The new model: Cross-functional pods
A pod might include:
- Marketing
- Sales
- Customer success
- Data / AI where relevant
And take responsibility for:
→ a segment
→ a journey
→ an outcome
The crucial question is: How do you manage a system like this?
This is where many organisations get stuck, because conventional goal-setting systems no longer fit.
Three management approaches for modern revenue systems
There is no single answer.
You need the right system for the right context.
1. High-Velocity OKRs
Well suited to: Product development, innovation and long-term breakthroughs
Why? Clear direction, measurable outcomes and a focus on progress.
But they can be too rigid for highly dynamic market situations.
2. NCT – Narrative, Commitment, Task
Well suited to: Marketing, brand and cross-functional pods
Why? It provides context through the narrative, creates accountability through commitment and keeps implementation flexible through tasks.
Especially valuable when teams need to create a shared understanding.
3. Intent-Based Steering (GTM 2026)
Well suited to: Sales, Customer Success and Support
Why? It is based on market signals, responds in real time and enables quick adaptation.
Management responds to:
→ customer behaviour
→ shifts in demand
→ concrete signals
The key point
You do not have to choose just one. Modern organisations use several management models in parallel:
- OKRs → for strategic development
- NCT → for marketing & pods
- Intent → for sales close to the market
What changes as a result
Leadership changes.
Its importance remains.
Its role evolves.
Moving away from:
→ control
→ planning
→ reporting
Towards:
→ providing context
→ maintaining direction
→ enabling decisions
Example: Rethinking mechanical engineering
Moving beyond centralised sales, isolated marketing and reactive service:
→ pods organised around customer segments
For example, an “automotive customers” pod with sales, marketing, service and technical expertise, guided by:
- OKR → strategic development
- NCT → market engagement
- Intent → sales activities
AI supports proposal logic, prioritisation and pattern recognition.
The structure itself still needs to be designed.
The biggest misconception
Many ask: “How do we use AI?”
The better question:
“How should our system be designed so that AI can contribute effectively?”
Conclusion
AI prompts us to rethink growth.
It is a trigger for redesign.
For systems that:
- Stay closer to customers
- Learn faster
- Make clearer decisions
If you rebuilt your revenue system today:
Would you organise it into departments again?
Or around:
→ customers
→ decisions
→ value creation