Why go-to-market improvement projects fail - #417
For years, I've consulted on go-to-market optimization. The ingredients of these projects are often pretty similar: business process mapping, identifying automation potential, and finagling precision from more-or-less integrated parts of a technology stack. This similarity of ingredients has not been predictive of results: some of these projects work really well, others founder, in states of barely launched, never coming close to completion. Whether the projects succeed is often a completely separation question from whether the business result gets achieved. Seeing an excellent system launch and then diminishing results is the worst outcome. It happens, by I get mystified as to why.