The Best of Theory & Practice

John Common: At a lot of companies, they equate their org chart with their strategy. We need to have a visceral, direct understanding of our customer, not a theoretical understanding of our customer. Welcome to Growth Driver, brought to you by Intelligent Demand, where the best minds in B2B are redefining growth.

Marco Pisterzi: Growth Driver has covered a lot of ground and a lot of big moments. Here are some of our favorites from our very own John Common. 

John Common: Really commit to having the CMO, the CRO, the CEO, and the CFO in the room throughout the planning process. Where you break down and connect growth goals to budget realities and timing realities.

I think there's also maybe a greater percentage by all of these changes where we're, we're needing to get serious about fundamentals in a way that we haven't had to get serious about fundamentals. As leaders, as, as, as B2B growth teams. Are you in a system that requires there to be a catastrophe to force change?

Or are you in a system that is wise enough and courageous enough and insightful enough to instigate the disruption and even dip in performance that comes from making a change for the benefit of the mid and the long term. Now that we're pivoting into the euphemism called efficient growth, Those things that I just said, those tendencies to overindex on acquisition and the immediate term.

I think are exacerbated even more in some cases, but in so many companies, they have to actually hold marketing, brand marketing, demand marketing, SDR, sales, and CS accountable for actually the words and the emails and the content that comes out of their mouth. They have to be working from that same messaging and positioning play.

And if they can do that, that's how you connect brand to demand to sales. All right, everybody. Season two. Here it comes. Go subscribe, follow us, comment and get ready for another season of great Growth Driver episodes. Thanks for joining us and we'll see you soon on Growth Driver.