Alignment sounds simple in a slide deck: get enablement, product marketing, and RevOps in the same room, and the fragmentation disappears. In practice, most organizations have tried this and watched it fail within a quarter, usually because the breakdown isn't about goodwill, it's about ownership, incentives, and who actually gets a say in GTM decisions. This panel digs into where that breakdown actually happens day to day, and what separates teams that eventually fix it from teams stuck relitigating the same turf war every year. Key takeaways: - The specific points in the GTM process where alignment typically collapses - How to structure cross-functional ownership so it survives reorgs - Practical signals that your teams are aligned on paper but not in practice