In an ever-evolving digital landscape, the way we do business changes rapidly.  In this landscape, B2B companies are confronted with challenges that demand adaptation and reevaluation of their business models, such as exploring innovative approaches to resource utilization and streamlining workflows. The topic of interfunctional coordination is of utmost relevance today as it serves as a prerequisite for optimizing work processes, sustaining resources, and nurturing a customer focused collaboration across the entire organization. The primary objective of this study is to enhance our understanding of the practices and trends that certain B2B companies see around the go-to-market strategy. Furthermore, it seeks to examine the potential impact of interfunctional coordination on improving go-to-market strategies and fostering enhanced customer experiences. The study also explores the role of digital tools as strategic drivers for facilitating interfunctional coordination within these companies. By addressing these objectives, the research aims to provide valuable insights on go-to-market trends and on digital tools that can drive successful interfunctional coordination and enhance customer satisfaction. The study was done through a qualitative deductive approach, which involved initially exploring the researched theories, collecting empirical data through interviews and finally analyzing the results. The study shows that there is a correlation between interfunctional coordination and a successful go-to-market strategy. The study also presents which digital tools are best suited to facilitate cross-functional work within a complex B2B organization. The study shows that achieving interfunctional coordination within an organization requires a significant degree of commitment and a strong driving force towards a common vision. For the most part, the empirical evidence strengthens the theoretical discussion, but there are some deviations. The deviations could be due to the gap between academia and the marketing industry.