Cinematic image of a business leader standing at the center of a circular stone maze, illuminated by a warm glow while the surrounding labyrinth fades into fog. The visual symbolizes confusion in traditional B2B segmentation and the discovery of clarity through the Minimum Viable Segment (MVS) and Jobs-To-Be-Done (JTBD) insights. Used as the hero image for the article ‘Why Most B2B Segmentation Fails — And How the Minimum Viable Segment Changes Everything.’
Emmanuel Obadia Go-To-Market, Marketing, Our Blog, Product Growth, SaaS Business, Strategy, Leadership & Management

Why Most B2B Segmentation Fails — And How the Minimum Viable Segment Changes Everything

Most B2B segmentation looks great on a slide—but fails in the real world. After interviewing dozens of finance and reporting leaders, a simple truth emerged: people don’t buy because of their ICP profile; they buy because of the moment they’re in. Traditional segmentation ignores the struggling moments, triggers, and thresholds that actually drive decisions. This article explains why most segmentation frameworks break—and how identifying your Minimum Viable Segment (MVS) transforms pipeline, messaging, and growth.

Young traveler exploring the world concept. mixed media - courtesy of Serg Nivens
Emmanuel Obadia Marketing, Our Blog, Product Growth, Product Management and CPO, Strategy, Leadership & Management

Your Company Bought a Luxury Gym. Your Competition Is Pounding the Pavement.

Corporate innovation is broken. It looks impressive—labs, consultants, and glossy brochures—but nobody’s actually sweating. In this provocative post, we compare today's innovation efforts to a luxury gym membership: all equipment, no results. Drawing from Jobs to Be Done, Lean Startup, and real-world experience with Fortune 500s, this article shows how to stop admiring the tools and start doing the work that actually gets your company fit to compete.