MOVE GTM Diagnostic (4-Question GTM Framework)

What it is

A four-question go-to-market health diagnostic from Sangram Vajre and Bryan Brown's MOVE: The 4-Question Go-to-Market Framework (Lioncrest Publishing, 2021). This is a separate, later book from the same Vajre whose earlier work with Eric Spett underpins the Account-Based Everything (ABX) / TEAM Framework in Category 4; the two share an author but cite distinct, separately published works, and should not be conflated. MOVE works in two layers. First, it locates the company in one of three fit stages: Problem-Market Fit (a real, painful problem is validated and people will pay to solve it, but the product's specific shape is still unproven), Product-Market Fit (the product reliably solves the validated problem for a defined segment and customers stick around), or Platform-Market Fit (the company can expand into adjacent products or use cases for the same customer base without re-earning trust from scratch). Second, and this is the model's real diagnostic power, it scores four sequential motions in the revenue engine, each one only as strong as the weakest: Make/Sell (can you build and sell what you say you can), Sell/Deliver (does what gets sold match what actually gets delivered and onboarded), Deliver/Renew (do delivered customers actually renew), and Renew/Expand (do renewing customers actually grow their spend). A company can score strongly on three of the four motions and still stall on company-wide growth because the fourth is broken; MOVE's value is pinpointing which specific handoff is the binding constraint, rather than launching a generic "improve GTM" initiative across all four at once. This is structurally distinct from two entries already in this knowledge base. The GTM Motion Model (Category 4) is a company-shape classification, which acquisition motion (self-serve, PLG, inside sales, field sales, partner-channel) fits a given deal profile, revisited only when segment or ACV shifts. The 10-Step PMM Process is a set of execution steps for a specific launch or positioning cycle. MOVE answers neither of those questions; it is a stage-aware, periodic health check of whether the standing revenue engine itself, across all four motions, is functioning.

When to use it

• As a standing quarterly or twice-yearly GTM health check, run alongside Quarterly PMM Planning, to diagnose whether stalled growth traces to a market-fit problem, an operations problem, a velocity problem, or an expansion problem, rather than resourcing a guess.
• Growth has plateaued and leadership disagrees on why. Product blames sales execution, sales blames product-market fit, marketing blames budget; MOVE forces a structured, evidence-ranked diagnosis across the four motions instead of debate by anecdote.
• The company is transitioning between fit stages, most commonly moving from Product-Market Fit toward a broader platform play, and needs to know honestly which GTM motion requires rebuilding for the new stage rather than assuming the existing motion simply scales.
• Board or investor reporting needs a structured, repeatable answer to "is GTM healthy", rather than an ad hoc metric set that changes every quarter depending on whichever number looks best.
• Net revenue retention or renewal metrics are underperforming, and it is unclear whether the root cause sits upstream, in how accounts were sold and onboarded, or squarely inside the renewal or expansion motion itself.

Ownership

MOVE is typically run at the CEO or RevOps level, since it spans product, sales, marketing, and customer success handoffs beyond any single function's control, and the resourcing decisions it drives cut across the whole revenue organisation. A senior PMM plausibly leads or co-runs the diagnostic itself, particularly the Make/Sell and Sell/Deliver analysis, as a direct input to Quarterly PMM Planning, but does not typically own the company-wide resourcing decisions the diagnostic's findings drive; that stays with whoever owns cross-functional revenue outcomes, a CEO, COO, or RevOps leader. At a solo or founding-PMM stage, that person often runs the full diagnostic directly alongside the founder, since no separate RevOps function exists yet to own it instead.

How to read it

Read the two layers together, not independently. Score the fit-stage layer honestly against evidence, retention data, expansion revenue, validated problem research, rather than founder conviction; a company that scores itself Platform-Market Fit prematurely will misdiagnose an ordinary Product-Market Fit gap as an expansion-motion problem, and resource the wrong fix. Read the four-motion layer as a pipeline: Make/Sell feeds Sell/Deliver, which feeds Deliver/Renew, which feeds Renew/Expand, and a weakness anywhere upstream caps what any downstream motion's numbers can show, no matter how much effort goes into fixing the downstream motion directly. A "healthy on average" score across all four hides exactly the problem MOVE is built to surface; always identify the single weakest motion, not the mean.

How to apply it

1. Score the fit-stage layer first, using evidence rather than aspiration. Ground the stage in retention data, validated-problem research, and expansion revenue, not internal conviction about where the company "should" be; this stage is the frame the rest of the diagnostic's findings get interpreted through.
2. Gather one revealing metric per motion. Make/Sell: win rate and sales cycle length against the capability actually promised. Sell/Deliver: time-to-value and onboarding completion rate against what was sold. Deliver/Renew: gross renewal rate and the stated reasons behind churn. Renew/Expand: net revenue retention and expansion attach rate.
3. Identify the weakest motion from that evidence, not from whichever function's leader argues most persuasively that their part of the business is fine.
4. Diagnose the root cause within the weakest motion specifically, and route the fix to the existing framework built for it: a Sell/Deliver weakness to the Customer Onboarding Maturity Framework (Category 6); a Deliver/Renew weakness to Win/Loss Analysis and NPS (Category 6); a Renew/Expand weakness to the Feature Adoption Framework (Category 5).
5. Sequence fixes upstream-first when more than one motion scores weak. Fixing Renew/Expand while Sell/Deliver is still broken wastes the effort, since expansion revenue depends on customers who reached real value in the first place; a downstream fix cannot outrun an upstream leak.
6. Re-run the four-motion scoring on a fixed cadence, quarterly alongside Quarterly PMM Planning is typical, rather than only once growth has visibly stalled, so a weakening motion is caught before it becomes the company's binding constraint.
7. Re-assess the fit-stage layer on a longer cadence, roughly annually, or whenever a major platform expansion is under active consideration, since fit stage shifts far more slowly than any single quarter's motion health.