Whether you’re considering a merger or acquisition, or you’ve just closed one, you’ll face some tough, immediate challenges: clarifying or creating vision and strategy, defining the short-term (100-day) plan, rolling out effective communications, retaining key talent, and being very deliberate about corporate culture. Addressing these challenges quickly and effectively is absolutely critical to the success of the merger or acquisition, and your realization of the intended benefits.
To create a winning go-to-market (GTM) strategy, the factors you need to consider seem never-ending. After all, an effective GTM strategy involves and integrates virtually every aspect of your company: how it connects with its customers, how it delivers unique value to targeted segments, and how it traverses the road from initial connection with a potential customer to the fulfillment of a meaningful brand promise.
As a C-level leader, your primary concern when developing strategy is to ensure that it clarifies important choices, that it is actionable, that it can be operationalized, and that the organization and all key stakeholders are aligned and bought-in. However, to achieve this, you need to:
Whether you add a new line of business as part of an acquisition, or you decide to seize existing possibilities within your organization, you need to address many issues before making your new line of business a reality.
As a C-level executive, it’s critical that your organization leverages data appropriately and delivers the ability to link data analytics to business outcomes.