This partly depends on the role that PMM is expected to play, and we know that this can differ pretty dramatically from company to company, even within the same space. At Meta, we have a clear mandate - probably the clearest I've ever seen - to truly lead as GTM "captains". Leadership relies on us to lead the business, defining goals and strategies, driving cross-functional execution and shouldering accountability for all GTM execution. In an environment like this, the business goals are our goals, though of course we cascade those down across the team quarter to quarter, breaking them into more manageable, shorter-term goals that individuals can own. Will some of those goals be shared with other teams? Possibly.
I recognize that this PMM-as-"GM" model is uniuqe. In addition to core adoption metrics that PMMs commonly take on, I've found value in setting goals like:
- % of observed sales calls where prescribed messaging is used
- survey's of cross-functional teams to rate quality of PMM leadership (How clear is the mission? How connected to changes in the business do you feel? How fast are decisions made? Is product getting actionable insights?)
- Launch coverage sentiment
These are less satisfying in some ways than something like cost per lead, but they reflect the value PMM adds.