GTM insights to grow your B2B company | VP Business Development at TSC | Host of Micro Podcast
Misalignment is Killing Your GTM Strategy—Here’s How to Fix It In Ep 74 of Micro Podcast, I had the opportunity to chat with Julie Norquist Roy about one of the most common and critical challenges in GTM strategy: leadership misalignment. Julie has been a CMO for several B2B SaaS companies, served on multiple boards, and now advises companies on GTM strategy. Here's her take: Misalignment across brand, marketing, sales, product, and customer success—inevitably leads to poor customer experience and kills business growth. I couldn't agree more! Julie shared two ways to tackle this: 1?? Align on Metrics That Matter: Instead of siloed goals (like marketing’s lead numbers vs. sales’ bookings), successful organizations align OKRs or KPIs across teams. If only marketing hits their targets but sales doesn’t, the business isn’t achieving what it needs to. 2?? True Executive Leadership: Leaders who think beyond their own department and put the entire organization and customer base first drive real change. GTM success comes from one aligned team, not just one department hitting its numbers! At TSC, we talk about aligning an organization around a holistic vision for customer experience as a guiding principle. For us, CX vision creates that north star to align teams. What do you think about this topic of misaligned leadership and GTM strategy? Bret Ashley Steve Sangram Bill Sam Jonathan Lance Hailey Lindsay Jennifer Tanya Maryam MaryAnn Kristen Annie Anne #GTM #CustomerExperience #B2BMarketing #AlignedTeams
Couldn't agree with this statement more "Leaders who think beyond their own department and put the entire organization and customer base first drive real change." When leaders work in a vacuum, care only about their function, and don't put the overarching success of the organization as their north star, success cannot truly be achieved.
Totally agree. Let's get everyone around the same campfire. Bookings, retention, and how much it costs to grow. ?? ?? Let's go!
One more thought—this one is via Thomas Otter's excellent substack. He addressed this topic in his post "Why and how did Workday scale so well?" "It is not enough to have great engineering, top notch sales, and devoted support. They need to work together. The share[d] values and deeply held common beliefs act as the Myofascial layer." https://thomasotter.substack.com/p/ask-acadian-learning-with-leighanne
?? Reimagining Marketing for Tech Companies | Agency Leader & Doer Serving #WorkTech @ The Starr Conspiracy
3 周What do I think? Thanks for asking, Matt. Do I frequently see misalignment among leaders? Yes. Do I agree with Julie's take? 100%. When you raise the idea of a unified GTM strategy guided by a fully aligned leadership team across the traditional functional domains of brand, sales, marketing, product and customer success, you'll encounter many entrenched turf-based behaviors. Who owns the GTM strategy? The CEO, CMO, CRO, the Product Marketing Leader? Across different organizations, each would raise their hand to say yes to that question. The way out of the confusion about who "owns" GTM can be found in Julie's great advice that builds up from metrics and shared goals. And Bret covers this ground in "A Humble Guide" from the top-down view. "Strategy should flow from a unified vision for the customer experience that a company strives to create, resulting in clear mandates for each domain that allow for decentralized pursuits of excellent domain-level customer performance but that always reinforce the experiences created in other domains... Marketing shouldn't lead product. And product shouldn't lead marketing. Both should be led by the customer experience vision."