“We know we need to solve Go-to-Market but we can’t seem to agree on exactly what it is or who should own it.”

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Growth companies often struggle with implementing a proper go-to-market (GTM) discipline, yet they stand to benefit disproportionately from mastering it; as GTM serves as an accelerator of success and a source of clarity in times of uncertainty.

 

For growth companies, the primary obstacles in mastering this discipline are typically a lack of ownership and the harmful misconception that “go-to-market" as a discipline and “go-to-market strategy” are synonymous. Setting a business or sales strategy is just one aspect of a proper GTM discipline. In fact, GTM is an ongoing cross-functional discipline composed of several complementary pursuits. It combines purposeful collaboration among stakeholders with proven processes- yielding formal strategy, definition, and plans. Those outputs collectively provide clarity, direction and inspiration to every part of the business.

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Think of a typical growing organization as a wagon wheel, with the hub of the wheel representing the inspirational early days of a company. The spokes are departments: Sales, Marketing, Product, etc. In the early days, each spoke is short and therefore closer together, making it easy for department leads to stay aligned. As the spokes grow, those stakeholders become farther apart and have their own teams to run. Proper GTM discipline will act as connective tissue, transforming a wagon wheel into a modern wheel with enhanced connectivity and structure, ensuring all elements are aligned. 

 

At Seven Dials, we specialize in helping high-growth companies design, implement, and execute a more effective go-to-market discipline.