This article comes from Silvia Kiely Frucci’s insightful talk at our #GTM24 Online Summit. Check out her full presentation.

Silvia is currently working in the Product Marketing International Segment at Wolters Kluwer.

How do you effectively bring products to market when your startup team of 100 operates completely differently from an enterprise of 10,000? 

After spending 15 years navigating go-to-market strategies across vastly different organizational landscapes, I’ve found that your approach needs to be as dynamic as the companies you serve.

Throughout my journey from sales to product to product marketing, I've had the unique opportunity to shape go-to-market strategies for organizations of every size. From consulting with nimble healthcare startups to directing strategy for large corporations, I've learned that successful go-to-market isn't just about launching products – it's about managing entire portfolios of solutions across multiple segments and verticals.

But here's what's fascinating: the size of your organization fundamentally changes how you approach go-to-market. The strategies that drive success in a fast-growing startup can hinder progress in an established enterprise. 

So in this article, I'll share the four critical dimensions of go-to-market strategy I've identified, and show you how to tailor your approach based on your organization's scale and growth objectives. 

Let’s dive in!

Understanding the four dimensions of modern GTM

The modern go-to-market (GTM) approach requires a delicate balance of strategy, execution, demand generation, and measurement – all owned by cross-functional teams below the C-suite level. 

Through my experience, I've identified four critical dimensions that shape successful GTM strategies:

1. Company size adaptation: How you plan your GTM efforts based on your organization's scale.

2. People management: Building and leading cross-functional teams that often don't directly report to you.

3. Information flow: Understanding how communication changes with organizational size.

4. Success definition: Looking beyond basic KPIs to measure real impact.

Each dimension requires different approaches and considerations, and mastering them all is crucial for effective GTM execution.

From scratch to scale: Lessons in building a billion-dollar sales machine
In this article, you’ll learn practical strategies to build brand relevance, the traits we targeted when hiring a world-class team, and how we fostered a culture of inclusivity. On top of all that, I’ll share the core leadership principles that empowered us to achieve the seemingly impossible.
GTM AllianceCristina Lasagni