The initial appeal of the SaaS model was its ability to cut out the distribution layer. As the industry matured, it rediscovered the need for scaled, human-led sales, forcing it to 'accidentally reinvent distribution' through channel partners to sell intangible software.
During periods of rapid product change, such as the current AI shift, the best channel strategy is to be iterative and reactive. Leaders should resist building rigid plans, instead taking small steps, listening to partners, and consciously avoiding over-construction to maintain flexibility.
Unlike physical goods constrained by manufacturing and regulation, the intangible nature of software allows for a vast and creative 'partner rainbow.' This includes diverse partnership models like services, integrations, and VARs that can innovate conceptually without physical limitations.
Launching a channel program in a mature company is an entrepreneurial act that often faces friction. The organization's established 'managerial' mindset, focused on protecting its existing moat, is antithetical to the innovative, risk-taking approach required to build a new venture from the ground up.
Building a channel program from scratch mirrors the entrepreneurial journey. It requires the same 'zero to one' motion of problem-solving, scaling, and value creation as starting a new company, rather than simply being a different career path.
The tech industry often overcomplicates its value proposition. In contrast, traditional channels, like appliance sales, demonstrate a powerful 'humility' by focusing on solving simple, tangible customer problems without jargon, a lesson tech has largely forgotten.