SVP, Strategy
Last week’s 2025 Forrester B2B Summit EMEA underscored a major shift in how buying happens, how influence works, and how organisations must reorganise to stay ahead.
As a speaker, I had the privilege of going along and listening in to what the other experts were saying.
Below are the key implications for marketing, sales, and customer success leaders.
The rise of the buyer network
One of the most consequential shifts revealed at the summit is the expansion of the ‘buyer group’ into a broader ‘buyer network’ – a collection of internal stakeholders, external influencers, AI agents, and customer advocates.
Implication: You no longer only market to individuals, you must structure programs that influence the networked ecosystem around buying decisions.
Buyers demand power, transparency, and control
Throughout the summit, several recurring buyer-centric insights emerged.
Implication: Sales and marketing hold less absolute control. Think of your role as shaping trust, signal, and credibility, and ensuring your brand is encoded into the buyer’s AI and network logic.
Integrated revenue execution becomes essential
Given the complexity of buyer networks and fragmented influence paths, a siloed approach to marketing, sales, and customer success is no longer tenable.
The summit spotlighted the need for unified models and cross-functional discipline.
Implication: Success demands that marketing, sales, and customer success fuse into a revenue engine, with shared KPIs, synchronised workflow, and mutual stake in outcomes.
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AI is both tool and terrain
Generative AI and AI agents were mainstream topics. The future buyer is aided by AI; vendors must respond not just with AI tools, but AI-aware strategy.
Implication: AI is part of your go-to-market architecture. You must design for it, train it, and feed it. But don’t let it erode human relationships and strategic judgement.
Operational rigour and adaptability matter more than ever
Underlying all the big themes was a call to sharpen execution. Strategy alone isn’t sufficient if the operations can’t flex, coordinate, and scale.
Implication: Build feedback loops, cross-functional cadences, and treat operations as a growth lever, not just a support function.
Craft and connect.
If relevance is crucial to what your content is saying, what about how you’re saying it?
The old ‘message before medium’ mantra comes into play here. Decide on your content channel or format after you’ve decided what the content is saying. Choose the channel that fits the audience. Consider interactive content to encourage engagement. Craft your message right and tell a story.
At the end of the day, people don’t remember stats, they remember stories. The campaigns that cut through aren’t the ones that read like a 100-page instruction booklet for a complicated electronics purchase. They’re the ones that connect, entertain, and inspire.
If your content can make someone feel something – recognition, urgency, curiosity – you’ve already won half the battle.
My advice: the horizon you must build for
The Forrester B2B Summit EMEA was less about incremental trends and more about a tectonic shift. Buyer networks are the new norm, and the old models of demand and lead funnel and handoffs are under strain.
To thrive, go-to-market leaders must:
If your company is still operating as separate marketing, sales, and customer success siloes, the world that’s emerged from this summit will penalise that separation. But those who unify, instrument, and execute with clarity and coherence will win.
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