How do you successfully engage other teams (Design, Product Management, Engineering) in a Go To Market plan?

The first step to engaging other teams is to make sure they are a key contributor to the go-to-market plan, and they are not just on the receiving end being told what to do. I
try to understand the organizational goals of a launch, and also pay attention to what are the success metrics/criteria for each team involved. Every team involved in a GTM plan has to get a win out of it. It's also important to understand teams = people. I get people excited by bringing them along the journey, sharing the why behind key decisions. This really helps people on teams like engineering and design, who are typically removed from the customer-facing activities see the potential outcome of their work and get fired up about it. 

Product management is a critical partner to work with the entire way. I have had success engaging PM teams by being involved with product development from the early concept and research stage. Being engaged with customer conversations early on helps you develop strong positioning well before you reach the actual launch. One exercise that always makes a big impact is to write a mock press release along with the product team well before the product is made. Imagine you launched the product today - what story would you tell the world? That informs product development as well - and is a great way to build the right product.

The risk with this approach is creating an environment where decisions are made by committee - which is not a productive situation. The way I avoid that is to be clear that everyone's input is being considered, but decisions are going to be made by a smaller set of people accountable for the success of the GTM plan.

I think this one's simple: you include them in the plan. No better way to get aligned with another team than planning with that team. The GTM plan doesn't work without product, design, and R&D, so make that clear to them and build a plan that aligns with the product roadmap. Successful engagement is when your both executing on a strategy in tandem that helps the business grow.

COMMUNICATE! Early and often! 

In a successful GTM plan you're collaborating up front with PM, design, engineering, PMO, NPI, senior leadership, integrated marketing (demand gen), regional marketing, and so many more! From a technical counterpart perspective, I've worked with design teams to work through customer feedback since PMM is talking to customers and to sales so often. Having regular syncs with engineerings helps you not only gain a more techincal perspective that you can then 'uplevel' into marketing speak, but gives you a more concerete timeline for launch. EVERY time, I'm collaborating with the PM team from the point of PRD, so getting through GTM planning is icing on the beautiful product launch cake. 

As we all know, everyone is unique and different. Every TEAM is different as well. Developing relationships with technical team has been one of the best things I've done with my PMM career. Having regular syncs so there aren't surprises and we all get to share what's happening in our different worlds is incredibly valuable. My PM and engineering teams love being part of the GTM planning process and our relationships between teams have grown stronger because of it. I get my technical counterparts excited about how I'm showing off their product and in turn I have even more marketing advocates that will share content, social media and stories with their networks. 

Building your GTM plan is all about ensuring alignment and commitment across many different teams (Product, Design, Marketing, Sales, Enablement, CS, etc). Based on where you are in the GTM process, different teams play a heavier role in bringing the product to market.

1. I would start with ensuring the company is educated on what a successful GTM process & launch looks like. This is critical because you need the various teams to understand their role and responsibilities based on the product development and GTM lifecycle.

2. Once you've done that, you can map out the different stages of your GTM and ensure you're working with the right stakeholders at the right stage (i.e partnering closely with PMs & Design during the research and beta testing stage)

3. For engaging with Design, PM, and Eng, there's a lot of that partnership that happens early on in the GTM process (and throughout it as well). Your primary partner should be your PM and you can make sure you work with them to bring you in early and often into product requirements discussions, etc.

4. I think Design is a great partner during the GTM process. You'll be able to partner with them on customer and user research. Jump on calls with them and include them in some of the beta/ early access interviews as well.

5. Once you have your messaging and positioning, work with PM & Design to get their feedback not only to ensure accuracy, but also alignment overall on the value prop and benefit pillars.