A go-to-market plan nobody executes is just a document
Most go-to-market strategies are sound. They fail on ownership, sequence and cadence—the three things a slide deck cannot supply.
We are often handed a go-to-market strategy that is broadly right. The segments make sense, the pricing is defensible, the channels are plausible. Nothing has happened for six months.
Failure one: no single owner
When a plan belongs to a committee it belongs to no one. One person must be accountable for the revenue number, with the authority to choose targets, set terms and drop what is not working.
Failure two: everything at once
Three segments, two countries and four channels in parallel guarantees that none of them gets enough attention to produce a signal. Pick the narrowest path to first revenue, prove it, then widen deliberately.
Failure three: no weekly cadence
Strategy is reviewed quarterly and dies. Execution is reviewed weekly and compounds. A one-hour pipeline review with the same numbers every week does more for a GTM plan than another round of positioning work.
- Meetings booked and held
- Proposals out and decisions due
- Revenue signed and cash collected
What good looks like at 90 days
Signed revenue in the chosen segment, a written account of why it closed, and a repeatable sequence a permanent team can run. If you have those three things, the strategy was real.
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