Not sure if existing account ownership is the core struggle here... but the advice I give my clients is: Account strategy (and therefore ownership) should be based on both current revenue and future potential. Most orgs are used to just using current ARR, which is where a lot of the issues stem from.
Most companies I work with end up creating a simple account categorization 2x2 that maps accounts by existing vs. potential revenue — and it determines how ownership is assigned.
This approach ensures accounts are aligned to the appropriate strategy (serve, grow, defend, invest)— not internal politics or reactive deal sizes. Then you decide which teams are responsible for which strategies (usually I suggest enterprise teams handle all high revenue accounts)
Reps know which accounts they own and the strategy behind them.
Leadership isn’t constantly renegotiating who works what.
I'll attached the 2x2 I like to use to explain this - obviously finding the guardrails AND determining how to calculate potential becomes very important.
