Selling teams often struggle with analyzing enterprise wins and losses. Human nature in sales, of course, typically motivates rapid movement to the next deal and hopefully, the next win. But hope, as we all know, is not a strategy. But the most important reason that effective win-loss analysis rarely happens, if at all, isn’t about the selling psyche. It’s about the lack of practical Go/No-Go processes that dictate whether major deals should be pursued in the first place.