Gain Traction with A “Go-to-Market Innovation Office"

Are you a CMO, CRO, CCO or other go-to-market (GTM) leader? Think your job was tough last year? Welcome to a new reality.

All the normal pressures persist. Hit your number. Do it with less. Integrate this business. Launch that product.  Increase NPS scores. Now, you need to fundamentally change how you accomplish these feats.

The speed of AI innovation increases daily, which is why GTM leaders can’t hesitate. Show up to a board meeting without the ability to demonstrate how you are deploying AI at your own peril.

Completing a rapid diagnostic and coming up with ideas is easy. Building a business case and securing funding? It’s a little more difficult, but doable. Boards and CEOs don’t want diagnostics and PowerPoint presentations.

They expect their GTM leaders to have a well-formed point of view on how they are evolving to keep up with the rapid pace of change. They want AI-fluent GTM leaders to change the game. And they expect expedient initiative progress and near-term results.

How are leading GTM leaders living up to these expectations and gaining taction?

Enter the GTM Innovation Office.

This team discovers, scopes, prioritizes, tests, scales and iterates AI use cases within the GTM organization. The team features individuals with an intimate understanding of processes, data and systems. They are passionate about transforming how marketing, sales and post-sales functions operate.

Revenue Operations (or marketing, sales and service functional leaders) leads the team, and team members come out of their day to support the office. While it may be a part-time job for some, the speed of innovation, breadth of potential use cases and need for ongoing management make it a full-time role for others. Regardless, the team works closely with contractors as well as other experts to automate processes and drive intelligence into the organization. Once scaled for ongoing refinement and governance, they’ll own data, systems, tools and agents.

IT also plays a critical role for this team by owning the underlying infrastructure. They deliver access to the internal and external expertise needed to bring the vision to life. IT also ensures platforms and peripheral tools are stable, secure and compliant.

Finance, HR, Legal and Compliance should serve as important stakeholders. In addition to operational intelligence, Finance provides budget approval. HR (and L&D) owns AI fluency across the organization, and both functions help the organization adopt new ways of working. Legal and Compliance help avoid unwanted risk.

This cross-functional team serves as the hub bringing AI to life within the GTM organization. They are supported by functional advisors and a steering committee for guidance, budgets and launch approval.