Both of these nail the symptoms we see over and over. From a GTM O.S. lens, the deeper issue is that ICP is often treated as a marketing deliverable instead of a company-wide operating decision. When ICP lives in a deck instead of being baked into TRM scoring, motion design, and revenue team KPIs, it’s no surprise it drifts into “created then forgotten” territory. The moment ICP stops informing every GTM choice, you’re back to chasing “anyone with a budget” and wondering why efficiency craters.
Both of these nail the symptoms we see over and over. From a GTM O.S. lens, the deeper issue is that ICP is often treated as a marketing deliverable instead of a company-wide operating decision. When ICP lives in a deck instead of being baked into TRM scoring, motion design, and revenue team KPIs, it’s no surprise it drifts into “created then forgotten” territory. The moment ICP stops informing every GTM choice, you’re back to chasing “anyone with a budget” and wondering why efficiency craters.
Super relatable!