Agreed 100% - I like this framework and have used something very similar in the past. One point that may not have been mentioned is product maturity… sometimes that really may be driving all of the losses in GTM efforts and does need to be addressed.
As someone who ran a software company for 22 years, I can completely relate to this approach. Picking one approach focuses direction and avoids spreading efforts too thinly.
Creating new horizontal products to sell to existing customers can primarily deal with Lever 1, but also provides ammunition and confidence when choosing Lever 3. At some point, I found there was a need to focus on Level 3, but Lever 1 is where the growth happens.
I'm not a CEO but this advice applies as much to someone responsible for growth/revenue as a company CEO. A great reminder to be bold and confident rather than driven by fear and the what-ifs.
Agreed 100% - I like this framework and have used something very similar in the past. One point that may not have been mentioned is product maturity… sometimes that really may be driving all of the losses in GTM efforts and does need to be addressed.
As someone who ran a software company for 22 years, I can completely relate to this approach. Picking one approach focuses direction and avoids spreading efforts too thinly.
Creating new horizontal products to sell to existing customers can primarily deal with Lever 1, but also provides ammunition and confidence when choosing Lever 3. At some point, I found there was a need to focus on Level 3, but Lever 1 is where the growth happens.
I'm not a CEO but this advice applies as much to someone responsible for growth/revenue as a company CEO. A great reminder to be bold and confident rather than driven by fear and the what-ifs.
Great point, go bold on the single commitment and rally the troops around the why and purpose. Then move on to the next one.