A thesis without a counter-case is a complaint. Snowflake is the counter-case: a company that solved the landing problem not with a better org chart but with pricing.
The move
Most software of the last two decades was priced per seat, which lets a company book the win at purchase, before any landing happens. Snowflake priced on consumption instead: customers pay as they run queries and workloads, so revenue does not exist until the customer does the thing. There is no way to declare victory at the contract, because the win is booked in arrears as usage. Under per-seat pricing, landing is a virtue you organize for against your own incentives. Under consumption, landing is the grain: nobody has to be assigned to care about adoption because nobody gets paid until it happens.
The proof and the limit
Net revenue retention, what this year's existing customers spend versus last year's, has run around 126 to 127 percent for Snowflake. That is landing measured in dollars: the average customer arrives, adopts, expands, and stays. You do not get that from a good launch; you get it from a product that becomes a durable habit one workload at a time, with sales engineers owning the path to production, not just the signature.
The limit is real: consumption pricing fits usage-scaled, cleanly metered products and makes revenue harder to forecast. So the lesson is one level up. Find the metric that only moves when a customer actually adopts, and make it the number your team is accountable for, even before you can re-price. Denominate the scorecard in the outcome, and landing stops being nobody's job.