Hiring used to be the default growth lever. Now productivity is. Bain’s most recent commercial excellence longitudinal survey, covering 1,125 global executives across 18 industries, found that companies are spending more on automation and AI and relatively less on new sales reps (see Figure 1). After an 18% surge in tech sales hiring between 2017 and 2022, that growth has slowed to less than 1% annually.

Figure 1

These investments are lifting the productivity ceiling. AI and automation help organizations cover more accounts, operate with greater precision, and rely less on incremental hiring. At the top of the funnel, predictive analytics and smarter spending are improving lead generation and qualification. Downstream, managers and enablement leaders are using data-driven insights to shape conversations, coaching, and conversion.

But technology alone won’t deliver sustained gains. Two companies can make the same AI investment and see radically different outcomes based on whether they’ve built the management infrastructure to turn insights into action. Buying AI is the easy part; realizing its impact depends on how people use it.

The next frontier of sales productivity won’t be defined by which tools companies deploy. It will be defined by how leaders redesign their organizations to amplify those tools through better human performance.

Building the sales productivity engine

Winning companies approach AI-enabled productivity as a system, not a series of discrete initiatives. They clarify frontline manager roles, embed repeatable coaching routines, integrate AI and automation into daily workflows, and link all of it to planning and performance management cycles. Together, these elements form a sustained productivity engine—one that multiplies the impact of technology investment.

Clarify frontline manager roles

High-performing sales organizations don’t ask frontline managers to be both sellers and coaches at once. Among winning companies—namely, those in the top quartile of revenue growth by sector and region and meeting or exceeding margin targets—60% say their frontline managers primarily lead teams with a focus on oversight and performance management. That compares to 42% among laggards, which tend to overload managers with competing responsibilities (see Figure 2).

Freeing managers to manage generates more consistent execution and a sharper focus on performance improvement. That is increasingly critical as manager coaching expands beyond core sales behaviors to AI-enabled selling. Frontline leaders need to be fluent in the tools and the new workflows they enable so that they can model the right habits, embed them in team routines, and help sellers turn AI into measurable productivity gains.

Leverage structured coaching routines

Two-thirds of winning companies use structured coaching programs with templates and playbooks compared with just nearly 55% of laggards. Instituting disciplined, data-driven coaching routines remains one of the fastest levers to lift productivity. In our experience, effective sales coaching can increase revenue by 20%, and employees who receive regular coaching are three times more engaged.

A global technology company discovered this firsthand. Struggling with inconsistent pipeline management and underdeveloped frontline capability, the company redesigned its management approach, shifting managers from tactical execution to strategic coaching. Through training that emphasized how to run great one-on-one meetings, situational coaching, prioritization and time management, and driving behavioral change, more than 200 sales managers built new habits. Within a year, the share of managers conducting weekly or biweekly pipeline reviews rose from 56% to 75%, and those holding quarterly development discussions with their sellers climbed from 30% to 50%. Key behaviors—namely, accountability, prioritization, and coaching effectiveness—improved, translating to stronger sales performance.

Across industries, the strongest manager cadence blends high-impact one-on-ones, ride-alongs, refreshed coaching plans, and deliberate skill building in time management, recruiting, and performance tracking. These are the mechanisms through which AI insights become better decisions—and better results.

Don’t stop at onboarding: Invest in veterans, too

Many companies still overweight onboarding while underinvesting in veteran enablement. In our survey, 49% of respondents said their enablement programs focus primarily on new hires, while only 29% emphasize tenured sellers. The result is a front-loaded burst of productivity that can quickly plateau.

Sustained momentum requires targeted upskilling for experienced reps, particularly as AI tools and workflows evolve. One B2B financial services company recognized this as it transitioned from product-push selling to consultative account management. Its capability building program included both new and seasoned account managers, helping all develop into trusted advisers focused on customer outcomes. Early indicators are promising—namely, double-digit traffic growth to its platform and a significant jump in higher-quality client conversations.

Sustaining advantage in the age of AI

To unlock the full potential of data, technology, and AI, executives should focus on the following three sales team imperatives:

• Build a strong data foundation that enables deep insight into sales team performance as well as opportunities to improve.
• Deploy productivity tools, and use strong executive sponsorship, training, and individual coaching to drive adoption so that the value shows in results, not pilots. Focus on outcomes, not fads.
• Adapt the process and operating model. Build a clean sheet view of the way processes should look with new AI tools as well as the complementary operating model and management routines to support that. Simply dropping AI tools into existing workflows will yield limited results.

The companies that master this equation will not only achieve higher productivity but also build more resilient, adaptive sales organizations. In the age of AI, sustained advantage belongs to those who lead their people as deliberately as they deploy their technology.