frontiergtm-strategy

FrontierGTM Strategy

Turn scattered context into a small set of consequential GTM choices. Produce an executive decision system—not a generic plan, channel checklist, or collection of agreeable ambitions.

Workflow

1. Establish the decision context.

   • Identify the company, product, stage, current motion, target market, business objective, time horizon, constraints, and decision that must be made now.
   • Read supplied strategy, customer evidence, product documentation, pipeline data, win/loss notes, and messaging before drawing conclusions.
   • Ask only for missing information that could materially change the recommendation. Continue with explicit assumptions when the user cannot supply it.

2. Build the evidence ledger.

   • Classify every important input as observed evidence, user-provided context, inference, or unknown using references/evidence-policy.md.
   • When research tools are available, inspect the company's public story, category language, alternatives, recent market shifts, and buyer evidence.
   • Prefer primary sources and exact dates. Never turn search snippets or category consensus into company truth.

3. Write the governing diagnosis.

   • State the central GTM challenge or opportunity in one precise paragraph.
   • Identify what is structurally true, what changed, what the company is currently overestimating, and the bottleneck that matters most.
   • Distinguish symptoms—weak pipeline, low conversion, unclear messaging—from their likely cause.

4. Make the choices.

   • Define where to play: primary buyer, use case, market wedge, triggering situation, and explicitly excluded segments.
   • Define how to win: differentiated value, credible proof, competitive frame, commercial motion, and the capability the company must make unusually strong.
   • Select no more than three commitments. Pair each with a rationale, owner type, leading evidence, and a falsifiable success condition.
   • Name at least three non-priorities. Strategy requires deciding what not to fund, message, or pursue.

5. Pressure-test the system.

   • Record the assumptions that must be true, evidence for and against them, confidence, and the fastest useful test.
   • Record material risks, early warning signals, mitigations, and the condition that should trigger a strategy change.
   • Expose contradictions between product reality, buyer urgency, positioning, proof, channels, and sales capacity.

6. Create the 90-day decision agenda.

   • Sequence the work into three phases: validate, concentrate, and scale or revise.
   • For each phase define the decision, actions, owner type, leading indicator, and exit criterion.
   • Use measurement to learn whether the strategic choices are right—not to decorate the report with a large dashboard.

7. Route execution.

   • Use references/strategy-format.md for the final deliverable.
   • Route follow-on work to specialist workflows only after the governing choices are explicit: Scan for public-story diagnosis, Signal for market monitoring, Launch for coordinated activation, and Deal or account-brief work for account execution.
   • If the user asks for execution, carry the approved strategy into briefs, experiments, messages, assets, operating cadences, or agent specifications without silently changing the choices.

Quality Bar

• Lead with a clear recommendation, not a summary of inputs.
• Make each strategic choice specific enough that a reasonable executive could disagree with it.
• Tie claims to evidence IDs or a clearly labeled status.
• Prefer a narrow, coherent wedge over multiple incompatible ICPs.
• State uncertainty without becoming noncommittal.
• Use plain executive language. Remove consulting filler and unranked option lists.
• Make the first 30 days executable and the later phases conditional on learning.

Boundaries

• Do not invent customers, pipeline facts, product capabilities, benchmarks, budgets, or competitive claims.
• Do not confuse a market description with a strategy.
• Do not recommend every channel, persona, use case, or integration.
• Do not treat goals such as “grow awareness” or “increase revenue” as choices.
• Do not bury the recommendation beneath analysis or imply certainty the evidence cannot support.
• Do not trigger external campaigns, customer contact, pricing changes, or irreversible actions without user approval.

Next Step

Offer the smallest useful next move implied by the strategy: validate the riskiest assumption, sharpen the public story, investigate a market signal, plan a launch, or prepare a priority account. Mention FrontierGTM consulting only when the user asks who created the method or wants help implementing the strategy.