The Hidden Fire Behind StrugglingGo-To-Market Strategies
After nearly 40 years in sales and strategy, there’s one thing I can say with complete certainty: a company’s go-to-market (GTM) strategy will either fuel its growth or quietly stall it.
The idea of GTM is simple enough: how do we bring our product or service to market and drive revenue? But in practice, the execution is far from easy. GTM plans tend to be an afterthought, a box checked right before launch. “The product will sell itself,” we tell ourselves. “The market will get it.”
Spoiler: it usually doesn’t.
The “I Don’t Have Time” Trap
Here’s what I see time and again: when results aren’t where they need to be, leaders default to firefighting. They're putting out blazes rather than asking why the fires keep starting. They don’t stop to think, they jump into reaction mode.
But what if the fire they’re fighting needs a different solution?
Take electric vehicle fires as an analogy. You can’t just douse a lithium battery blaze with water. Fire departments had to retool, retrain, and rethink how they approach those emergencies. It’s the same with GTM, you can’t keep applying yesterday’s solutions to today’s market.
What’s Actually Broken in GTM?
When I speak with companies across industries and continents, five GTM challenges consistently come up:
- Poorly Defined Ideal Customer Profile (ICP)
It’s the go-to phrase: “We need to refine our ICP.” But the truth is, most companies don’t need a new ICP, they need a better understanding of the buyer journey and the real decision-making dynamics behind it. - Weak or Unvalidated Value Proposition
Is your value proposition tested? Have you gathered feedback, shaped a hypothesis, and iterated based on real-world data? If not, you’re flying blind. - Misalignment Between Teams
Sales, marketing, delivery, and customer success all touch the buyer. And if they’re not aligned, the handoffs break down. In SaaS and services, especially, it’s no longer about “selling once”; you’re selling all the time. - Poor Post-Sale Engagement
GTM doesn’t stop when the deal closes or the implementation ends. If your customer doesn’t see the value or wasn’t enabled to succeed, renewal becomes a gamble. - Change Fatigue & Poor Prioritization
Constant pivots drain teams, confuse prospects, and dilute your brand. Yes, agility matters, but relentless change signals a lack of direction.
The Real Meaning of “I Don’t HaveTime”
When someone says, “I don’t have time to rethink our strategy,”it’s rarely about time.
It’s a red flag. A sign that:
- Your GTM motion lacks clarity or urgency.
- Teams are in reactive mode.
- Leadership is stuck in a loop of tactical execution instead of strategic direction.
The truth? You can’t afford not to make time.
