The pace of technological change and the surge of artificial intelligence (AI) adoption are fundamentally reshaping how organizations identify, evaluate, and purchase technology. The 2025 Role and Influence of the Technology Decision-Maker Study by Foundry reveals that the traditional linear, IT-led purchasing process has evolved into a complex, collaborative ecosystem—where business leaders, data teams, and even AI tools play pivotal roles. For B2B technology firms, the message is clear: success in 2025 and beyond requires a Buyer-Driven Go-to-Market (GTM) strategy that aligns with this new reality.
1. AI’s Growing but Human-Guided Influence
81% of IT decision-makers (ITDMs) say AI now influences their IT purchasing decisions. Among younger buyers, that figure skyrockets to 91% for Millennials and 94% for Gen Z—a clear generational signal of what’s to come. However, human judgment still dominates: only 18% of large-company buyers rely heavily on AI for decision-making; most (43%) use AI for insights while maintaining human control.
AI’s presence is most pronounced in the early stages of the buying process—evaluating products, determining technical requirements, and conducting comparisons—while human approval still governs the ‘sell internally’ and ‘authorize purchase’ stages.
- GTM Implication:
Technology marketers must now design AI-friendly content ecosystems—ensuring that their product information, metadata, and thought leadership are easily discoverable by both humans and large language models. Structured data, clear product descriptions, and customer testimonials are now as critical to visibility as SEO once was.
2. Buying Committees Are Larger—and More Cross-Functional
In 2025, an average of 26 people are involved in technology purchasing decisions (up from 20 in 2022). Enterprise firms average 32 participants (17 IT, 15 LOB), while SMBs average 22 (12 IT, 10 LOB). Line-of-Business (LOB) involvement continues to surge: 31% now help determine business needs, 24% participate in vendor selection, and 25% engage post-sale.
- GTM Implication:
Winning firms will bridge the IT–LOB divide. GTM strategies must speak to both technology and business outcomes—connecting technical performance with strategic value such as risk reduction, productivity, or customer growth. Conducting cross-functional sessions such as Strategic Client Workshops to engage with and gain feedback from both IT and Line of Business (LOB) stakeholders is imperative.
3. Trust and Credibility Trump All
Despite the explosion of new channels, trust remains the currency of B2B technology buying. 79% of ITDMs are more likely to engage with content from trusted brands—a jump from 65% in 2023. When all stakeholders are familiar with a brand, 70% of buyers say internal approval becomes significantly easier.
- GTM Implication:
4. Content Consumption: Research Reigns Supreme
Firms must invest in credibility-building mechanisms—from partnerships with analyst or research firms to Client Advocacy Programs featuring authentic references, reviews, case studies, and testimonials. The goal: to make trust transferable across all buying-committee members.
ITDMs rely on an average of seven pieces of content when evaluating technology solutions. The top three most valued sources are Research reports (70%), Technology content sites (57%), and Vendor interactions (49%). Buyers seek both independent validation and vendor insights, consuming a mix of 3rd-party and in-house materials across multiple formats: reports, white papers, videos, podcasts, and live sessions.
- GTM Implication:
Develop a Buyer-Driven Content Strategy that delivers ‘AIR’ — Advice, Insights, and Recommendations — through trusted formats and channels. Partner with media and research organizations, industry and professional associations to co-create credible content, and distribute through podcasts, webinars, livestream Q&As, and executive panels to build authority at each stage of the buyer journey.
5. Why Buying Decisions Stall—and How Vendors Can Help
Nearly 40% of purchase processes stall during the business-needs definition, technical requirements, or product-evaluation stages. The top causes: skills shortages (44%), governance/compliance requirements (30%), leadership changes, and process complexity. At these points, 44% of buyers seek vendor assistance to clarify requirements or assess solutions.
- GTM Implication:
The best vendors position themselves as advisers, not sellers. Offer diagnostics, ROI calculators, comparison tools, and collaborative workshops to help clients define their needs and business cases—particularly during the evaluation and justification phases.
6. Regional and Generational Variations
Regional differences shape the buyer landscape: North America’s average buying cycle is 5.9 months (trust-centric), EMEA’s is 5.2 months (shortest, governance barriers), and APAC’s is 7 months (longest, AI-intensive). Generationally, Gen Z buyers rely less on vendors and analysts but more on social media and peer recommendations.
| North America | Asia Pacific | Europe | |
| Average Buying Cycle | 5.9 months | 7 months | 5.2 months |
| Number of Sources Used | 6.9 | 7.1 | 6.3 |
| Sources Most Used | Research reports Tech Content Sites Vendor Interaction | Research reports Tech Content Sites Vendor Interaction | Research reports Tech Content Sites Vendor Interaction |
| Buying Team Members | 26 | 24 | 25 |
| Where Help is Most Needed | Determining tech requirements | Determining tech requirements | Determining business needs Evaluating solutions |
| Top Barriers | Economic Uncertainty | Skills Shortages | Compliance / governance requirements |
- GTM Implication:
Localize and personalize. Regional GTM plans must adapt to local buying cycles and trust dynamics. For younger cohorts, social platforms (LinkedIn, YouTube, TikTok) and peer-to-peer credibility will be central to influence.
7. The New Playbook: Buyer-Driven GTM in the Age of AI
To win in 2025 and beyond, B2B technology firms should operationalize the following:
1. Listen Intently – Map the 26-member buying committee. Understand roles, priorities, and the ecosystems where they seek AIR (Advice, Insights, Recommendations). Mechanism to gain such insights include Strategic Client Workshops, Depth Interview and Customer Advisory Panels
2. Engage Strategically – Co-create insight sessions, executive briefings, and joint research with clients and LOB stakeholders.
3. Educate Relentlessly – Use content, data, and diagnostics to simplify complex buying journeys.
4. Build Trust at Scale – Invest in client advocacy programs including case studies and client references as well as aligned partnerships.
5. Optimize for Humans and Machines – Ensure your brand, data, and expertise are visible to both human researchers and AI-powered recommendation systems.
Final Thought
The 2025 IT buying landscape is more collaborative, data-driven, and AI-assisted than ever before. But beneath all the technology, relationships and trust still rule. The firms that succeed will be those that combine data-driven intelligence with human empathy—helping clients not just purchase technology, but achieve transformation—how, where and with whom Buyers/Decision Makers wish to operate
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