The signs no-one owns your GTM
Who really owns the go-to-market strategy in your organization?.
During one of our episodes of The Revenue Formula, we dive into what happens when there is no clear ownership of the Go-to-Market plan, the consequences this may bring, and who should ideally take charge.
This is an essential read if you’re struggling with understanding your company’s GTM strategy or if there are blurry lines of responsibility in your firm.
The Consequences of No One Owning GTM
Often, when organizations lack a clear go-to-market owner, common symptoms appear that can adversely affect their progress. Misalignment can cause MQL to opportunity conversion rates to plummet, for example, if marketing focuses solely on generating as many leads as possible regardless of their quality which in turn overwhelms sales.
Another common consequence can be seen in resource allocation. Strategic decisions like exploring a new market may be made without considering the subsequent operational implications. What happens when a Spanish-speaking SDR sources opportunities in Spain, but there are no AE’s to handle such opportunities?
The Common Contenders for GTM Ownership
Many believe the CEO should own the GTM strategy. However, the broad scope of the CEO’s work may make them too detached from the minute details of the operational aspects of GTM. While the CEO surely owns top strategic decisions, someone else might be better suited for the granular details of GTM operations.
The Chief Revenue Officer (CRO), who has an in-depth understanding of how the whole engine works, how sales and marketing coordinate, and how the CS operations intertwine, may seem like a suitable fit for GTM ownership.
Revenue Operations, though a relatively new role, could also become the unsung hero of your organization – navigating the tactical and strategic decisions that drive growth. With the right Senior RevOps person in place, your organization can maintain a bird’s eye view on the bigger strategic decisions and execute operational changes efficiently.
However, it’s essential to note that titles aren’t the primary point here. It’s about the competencies and the ability to align all segments of the GTM strategy.
The Responsibilities of GTM Ownership
If you decide to assign the GTM ownership role in your organization or if you’re stepping into this role yourself, here are a few must-have responsibilities:
1. Participation in Mergers & Acquisitions: The GTM owner needs to understand how the product works across different markets, and this should apply to newly acquired companies or mergers.
2. Resource Allocation: Making critical decisions on where money should be spent in the organization is a top priority for the GTM owner. They need a solid understanding of the whole business process to allocate resources properly.
3. Planning and Execution: The GTM owner will likely oversee the creation and execution of strategic plans, ensuring they align with the company’s targets and bringing all departments on board with these plans.
Owning the go-to-market strategy involves bridging gaps between different departments, understanding the overall operations of the business, and pushing towards common goals effectively. Identifying the right person for this role could be what your company needs to boost its growth trajectory.