I think the author of this article is mistaken between what pivoting is and what sales is. Pivoting is what owners and senior stakeholders do to a company, to

I think the author of this article is mistaken between what pivoting is and what sales is. Pivoting is what owners and senior stakeholders do to a company, to change it's future direction. The Concur example is a good example of this. Sure it may have happened after being enlightened by a sales call and competitive situation, but it was primarily a one-off change. You can't enable your sales reps to "pivot" during each sales opportunity, it impacts too many systems. In enterprise, the role of ISV reps has been created to try to do this within a defined scope - ie get ISV partners to add new capabilities that help you reach a different vertical. Enterprise sales is pretty close to what Roman Stanek's article the author linked to. It's not fun or sexy, it's about finding real problems in companies, convincing their stakeholders you're the lowest risk and highest return option, then working hard to identify and hold them to a compelling event to move the discussion along from concept to signature to implementation. Just my 2c.