Best of LinkedIn: Go-to-Market CW 02/ 03

GTM leaders refocus performance debates on blind spots, misbeliefs and organisational readiness instead of blaming product gaps or marketing spend

Strategy is framed as a concise operating architecture that links product value to clear customer actions in a simple, repeatable cycle

Case examples show education, communities and value led motions outperforming broad advertising and undifferentiated outreach for complex products

Expansion into regions such as Germany or the GCC is treated as a system design problem, not a copy paste of global playbooks

GTM engineering emerges as a distinct discipline with its own archetypes, role debates and upcoming benchmark reports

Revenue growth is tied to engineered systems that unify inbound, outbound and signal based motions on top of clean CRM foundations

Practitioners describe GTM engineering as iterative and experiment driven, closer to software development than to campaign management

Examples like Valley’s GTM machine show lean teams outperforming larger SDR setups when the underlying system is well designed

AI moves from side topic to GTM infrastructure, with concrete workflows showcased in GTM AI podcasts and operational playbooks

Contributors argue that adopting AI in GTM before 2027 is now a strategic requirement to avoid structural disadvantages

Tools like Clay, Dust and Claude Cowork are positioned as no code workbenches and integration layers that turn data into action

Context graph examples underline that AI impact depends on data models, context design and integration quality rather than isolated features

Distribution is described as a multi-channel system where content machines, outbound engines and partner motions reinforce each other

Partnerships around AI agents highlight the importance of routes to market and ecosystems alongside the core product itself

Enterprise and K 12 stories normalise pilots and early field engagement as standard tools to derisk complex deals and deployments

In person events return as a critical growth lever for startups and scaleups, complementing digital motions rather than replacing them

Sales Engineers, GTM Engineers and hybrid sales coders are elevated as key talent pools for modern GTM organisations

Hiring advice stresses that new GTM roles should follow a clear strategy and structure to avoid deepening revenue problems

Middle management layers that separate strategists from builders are questioned, with calls for tighter involvement of operators in GTM design

New content formats, podcasts and the planned State of GTM Engineering report show a maturing knowledge infrastructure around GTM as a profession