How to Translate Strategic Goals into GTM Enablement Projects

Most teams are pretty good at setting strategic goals. Whether it's growing pipeline by 40 percent, expanding into a new segment, or increasing customer retention, the high-level ambitions are usually well defined. The breakdown happens when it’s time to execute. Ambitious goals get tossed into slide decks and board meetings, but translating them into meaningful go-to-market projects that people actually own and deliver? That’s where things fall apart.

The solution isn't more brainstorms or bigger roadmaps. It’s tighter thinking. Specifically, you need to get comfortable with a type of operational clarity that forces you to connect ambition with execution. One tool we use for this at Domestique is the “What Must Be True” analysis. It's a deceptively simple method that maps strategic goals into concrete enablement workstreams like process, tooling, data, and training.

Here’s how it works.

Start with Strategic Goals That Actually Matter

First, get crisp on your top strategic goals for the quarter or year. They should be outcomes, not outputs. Think: “Double pipeline from outbound,” or “Improve expansion revenue by 25 percent,” not “Redesign lifecycle stages” or “Build a new dashboard.” Those might be part of the solution later, but they’re not goals. At this stage, you're identifying where the business wants to go, not how to get there.

If you're working with a client or cross-functional GTM team, this can be a collaborative exercise. Ask leaders from sales, marketing, and CS to identify their top three outcomes for the business. Look for alignment and pressure-test assumptions. The more honest this step is, the more useful the next phase becomes.

Use the RevOps Framework to Map “What Must Be True”

Once you have your strategic goals, the next step is to run each one through the “What Must Be True” lens. This is where you translate strategy into specific actions by asking:

What must be true in our:

• Strategy (Do we have the right ICP, segmentation model, sales methodology?)
  
  

• Process (Are our lifecycle and deal stages codified? Are we running consistent plays?)
  
  

• Tooling (Is the tech stack supporting the strategy, or dictating it?)
  
  

• Data (Do we have clean, decision-grade data for tracking and optimization?)
  
  

• Enablement (Are teams trained, supported, and ready to execute on these goals?)
  
  

Take a real-world example. Let’s say your goal is to “Double outbound pipeline contribution by Q3.” That’s a great goal. But it’s not enough to say, “Hire more SDRs and write better sequences.” You need to know what must be true in each workstream to make that happen.

• Strategy: You need a clearly defined outbound ICP that differs from your inbound profile. You also need agreement on the segments and personas to target.
  
  

• Process: You need a campaign calendar and an outbound playbook that BDRs can follow. You also need stage definitions that support outbound-specific motions.
  
  

• Tooling: You may need a sequencing platform, enrichment tools, and a routing solution that reduces lag time between lead capture and SDR action.
  
  

• Data: You need funnel visibility across outbound stages. Are we seeing demo set to demo held falloff? Are sequences converting?
  
  

• Enablement: SDRs need onboarding tailored to outbound messaging and objection handling. They may also need territory-level coaching and personalized call reviews.
  
  

This is no longer a goal. It’s a roadmap.

Sequence the Work Into a Quarterly Playbook

Next, put your “What Must Be True” outputs into a quarterly roadmap. The mistake most teams make here is trying to do everything at once. Prioritize based on sequencing and dependencies.

For example, you can’t launch the first outbound sequences if you haven’t finalized your ICP and account grading model. Similarly, you shouldn’t train reps on outbound objection handling until your campaign council has delivered the first version of messaging and offers. Stack the work in the right order and assign owners.

This becomes your GTM enablement backlog. It’s the connective tissue between your high-level goals and the day-to-day project work.

Revisit and Revise It Monthly

The best strategic plans don’t just get built. They get maintained. Every quarter or even monthly, revisit the assumptions you made in your “What Must Be True” analysis. Are conversion rates tracking the way you expected? Has leadership shifted the revenue target? Did a major hire fall through?

You’re not aiming for perfection. You’re aiming for visibility and adaptability. By revisiting this framework regularly, you stay focused on outcomes without getting lost in tasks.

Final Thought

Enablement isn’t content. It’s execution. The best GTM leaders know how to translate strategic goals into meaningful, measurable actions across teams. The “What Must Be True” framework isn’t just a planning tool. It’s a leadership tool. It forces clarity, accountability, and momentum.

When you know what must be true, you know what must get done. And that’s where real enablement begins.