A short spoken commentary framing go-to-market (GTM) as an engineering problem: designing plans, contingencies, and if‑then logic to achieve desired outcomes. The speaker traces the evolution of sales—from storefronts and door‑to‑door—to calls/emails and modern technology, and warns that many current team structures are incongruent with contemporary best practices.
You know, my lens on, you know, sort of like what it means to us is basically the idea of taking the, the outcome or the challenge of what you're trying to achieve with your go to market. And I think just engineering what it looks like to build that out, right? And so it's sort of like problem solving and looking at things not as just sort of like random ideas out in the wild, but actually like mapping out plans and contingencies and sort of like if then type statements, stuff both on like an acute, you know, maybe inside of a campaign level, but even just on a macro. Like, what is our company doing? You know, what are the markets we serve, what are the channels we want to use to talk to them? What are the feedback? You know, and if I think of like the, the history of like the sales profession or sort of like go to market being like, okay, you know, you would have a storefront and people would come to you, and then you would go walk up to people, you know, you may be like on foot or drive around, you go knock on some doors. And then it's like, hey, actually, why don't we like, call and email people, right? And there's this like, advancement of how technology changes, how this profession gets done. And there has been some big technological changes in the world in the last, you know, forever, but like last half decade, decade that I think has made it so that the way a lot of teams are currently constructed is like, incongruent with some of the best practices today.
Roll Claude out from one laptop to the whole GTM org | Sam Gong & Zach Vidibor
