Watch a product move through a company and you see a relay with no anchor leg. Product builds it and hands off at GA. Marketing runs the launch and hands off to sales. Sales closes and hands off to the account. Success engages around the renewal. Every handoff happens before landing, because product's definition of done is "shipped," marketing's is "announced," and sales' is "signed." The customer's actual behavior change occurs in a window every function has already handed off out of.
Why the chart looks like this
The org chart is a fossil of the era when building was the constraint, so every function is optimized around the moment of release. When the landing ledger inverted and landing became the dominant cost, the reporting lines and budgets did not move. The company ends up perfectly built to produce launches and structurally unable to own landings.
The three fixes
Weakest to strongest: a Head of Landing with no authority (a scapegoat with a dashboard); outcome ownership without handoff, where the pod that shipped it stays on the hook until it lands, deleting the seam instead of staffing it; and the strongest, changing the business model so revenue only arrives on usage, which makes landing everyone's job at once. The company that gets this right re-priced its way out of the problem rather than out-organizing it.
The first move is small: name one person accountable for the durable-adoption number of your last launch, forbid the handoff, and check they have the levers to move it. If you cannot name them, you have found why nothing lands.