The article highlights the increasing scrutiny on go-to-market (GTM) strategies by executives who are demanding better risk management. It discusses the financial repercussions of GTM failures, including stranded capital expenditures and bloated operational expenses. The article identifies five signs indicating that a GTM strategy may be unhealthy, emphasizing the need for companies to move from traditional metrics to causal modeling for better understanding and management of performance. This shift aims to make GTM strategies more robust against risks and yield clearer insights for decision-making.
"GTM failure isn't just missed revenue. It's stranded CapEx, bloated OpEx and irreversible opportunity cost... it's an existential risk."
"How do you know your GTM program is managing risk, not manufacturing it?"
"Marketing and sales leaders may be the worst judges of risk in the modern company."
"Move beyond dashboards. Use causal modeling to quantify your marketing multiplier... provides a decision-grade view of effectiveness."
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