At most companies in the Series B-D range, enablement touches ICP clarity, which is a leadership question. It touches product positioning, which belongs to product marketing. It touches coaching, which is a management discipline. It touches onboarding+ramp, which is an operations center. Stuffing all of that into one department was always a compression artifact of orgs that didn't want to think harder about who actually owns whether a rep can do their job.

What I'm watching happen now --- with great delight! --- is the unbundling at earlier stage companies to meet the acceleration of product, competition, and GTM. Field activation/plays moves to managers + an operational program lead. Content and learning design becomes a discipline and discrete horizontal role to benefit internal and external audiences. Onboarding gets built by the best program designers in the company. Facilitation and coaching can be owned by managers or outsourced appropriately depending on complexity to ramp.

The companies figuring this out are moving faster and are often Series A/B orgs that are rapidly scaling and don't have years of traditional org chart bloat.

founders with selling/CS teams under 50: don't make an enablement hire until you've effectively distributed the function into roles that already exist. ICP clarity goes to the exec team. Coaching frameworks go to frontline managers. Onboarding goes to ops. If you've already made the hire, same principle applies. Take every initiative on their plate and get absolute clarity on ownership. Use a DACI model. Feels big vorporate but it's not. Your enablement hire should be the Driver, with a clear relationship agreement to their Approver for each workstream. If you can't name a natural owner for each piece, that's the piece that's actually broken. Start there.