Quarterly GTM Planning
Turning strategy into a quarter of aligned, resourced initiatives.
Workflow
Step 1Strategy Review
ObjectiveReview annual strategy and assess relevance to current quarter
InputAnnual GTM strategy, prior quarter results, market changes, competitive updates
OutputConfirmed/adjusted strategy for coming quarter
Key activities
Review annual strategy and strategic pillars Assess if strategy still applies given market/competitive changes Review last quarter results and learnings Identify if strategic adjustments needed Document any strategic pivots or adjustments
Decision points
Does our annual strategy still make sense? Should we pivot based on last quarter learnings? Are market conditions changing our strategy?
Tools: Strategy documents, quarterly results dashboardsRoles: Executive leadership: strategy review · GTM lead: assessment and recommendations · Extended team: feedback on execution
Success: Strategy confirmed or adjusted, documented for quarter planning
Go: Go if: Strategy reviewed and confirmed, any pivots documented and approvedLoop back: Loop back if: Major strategy questions, need executive alignment
Why it matters
- The quarter is where strategy is won or lost. Planning converts the annual strategy into specific OKRs and initiatives with owners and resources.
Best practices
- Set a small number of objectives tied to the annual strategy.
- Resource the plan — an initiative without capacity is a wish.
- Align teams on one set of priorities before kickoff.
- Schedule checkpoints (weekly + review) before you need them.
Common mistakes
- Ten objectives — none real.
- Planning in a vacuum and announcing at kickoff.
- No cadence to course-correct mid-quarter.
Key questions
- If we do nothing else this quarter, what must we hit?
- Do the teams have the capacity to do what we planned?
Agents that drive this
Planning CycleDiagnostic
Tools we use · alternates in [ ]
Notion[ Confluence, Obsidian ]Supabase[ Postgres, Firebase ]